CCR May 19

Page 1


California dreamin’ How the Lucky Brand has become an American classic

Michele Fleming, Senior Construction Project Manager, Lucky Brand

Exclusive Inside:

Official magazine of

Revisiting the perks of LED lighting Be proactive to mitigate risk on your jobsite Leading engineering firms & roofing manufacturers revealed

March/April 2019 •

Check out also inside:


March/April • 2019 Vol. 18, No.2




FEATURES 24 California dreamin’ 160 An air of beauty How the Lucky Brand has become an Landmark Charleston Coliseum American classic and Convention Center lights a warm welcome 84 Let’s get exotic! 166 Changing the game 88 Designed for business Sourcing rarities for metropolitan design How to make your project attractive and functional, despite limited resources

Cover and feature photos by: Stephen Hekman




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March/April • 2019 Vol. 18, No.1 SPECIAL COVERAGE

Industry Events 20 CCRP – Fort Worth, TX 22 CCRP – Tampa, FL

INDUSTRY SEGMENTS 68 Engineering 76 Roofing


6 Editor’s Note 12 Industry News 188 Commercial Construction & Renovation Data 190 Ad Index 192 Publisher’s Note



Commercial Construction & Renovation Summit 34 Summit Coverage Attendees of this year’s CCR Summit take in the sights and sounds of Biloxi CCR Project Profile Awards 50 2019 Best-of-the-best construction projects Commercial Kitchens 129 The disruptors How the Checkers/Rally’s brand continues to keep its competitors on their toes


140 Hops mania Why something is always brewin’ at Triskelion Healthcare 148 Sound Matrix Designing spaces for patient comfort with targeted acoustics Federal Construction 154 The trickledown effect How protecting water quality has had a positive impact on the NYC water supply Perspective 172 Risky business Be proactive to mitigate risk on your jobsite

178 4


Craft Brand and Marketing 178 Girl Power How Pink Boots Society is changing the craft beer game for women


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by Michael J. Pallerino

Partner up people


t’s a trend that Michelle Gass had been keeping an eye on

The strategy is as simple as it is effective: As the concept grows, the retailer for some time. Over the past four years, active and wellness expects fitness enthusiasts to walk from the gym next door to shop workout gear. had doubled for Kohl’s. And as Gass, CEO of the department With more than 1,100 stores, fitness is becoming the core of its business. In some chain, will tell you, it’s now 20 percent of its business. cases, Gass says Kohl’s has the opportunity to make the stores smaller to make room for the concept. And there’s more. In a time when many retailers are cursing the very name of Amazon, Kohl’s decided to create a pilot program with the internet behemoth. Kohl’s is working with Amazon to sell devices such as the Echo and accepting Amazon return items for free in 200 stores. The deal, which kicked off in 2017 with Amazon kiosks in 10 locations in and around Los Angeles and Chicago, has been beneficial to both parties. In addition, earlier this year, Kohl’s began testing a health concept with the newly-branded Weight Watchers (WW). The brands have partnered on an 1,800-square-foot studio for wellness activities in a Chicago store. So, in a time when a recent UBS report says that 7 percent (75,000) The decision for Kohl’s was simple: Find the right partners of retail stores will likely that could continue to grow the categories. So, to help drive foot traffic and grow sales, Kohl’s entered into a partnership with Planet close by 2026, Kohl’s is Fitness and Amazon. taking steps to strengthen With locations typically covering more than 80,000 square feet, its sustainability. Kohl’s signed a deal with Planet Fitness in March to convert as much What is your company or brand doing to strengthen its as 25,000 square feet at 10 stores into a gym—a move that doubles infrastructure for the future? What type of partnerships do you see down on its active and wellness initiative. as beneficial? These are questions you should be asking yourself To keep fanning the active and wellness flames, Kohl’s also while the time is ripe for opportunity, not when the walls are plans to expand its activewear and wellness products (including golf closing in. apparel and Fitbit wearables) by more than 25 percent in 160 stores. Isn’t it time to confront the future with your eyes wide open? CCR

What is your company or brand doing to strengthen its infrastructure for the future? What type of partnerships do you see as beneficial?

Michael J. Pallerino is the editor of Commercial Construction & Renovation. You can reach him at 678.513.2397 or via email at

We want to hear from you At Commercial Construction & Renovation, we’re always looking to showcase the best of what our industry is doing. If you have a project profile or a fresh perspective on how to keep our industry positively moving forward, shoot me an email at We’d love to take a look.








Rockerz, Inc. 8314 SE 58th Ave. Ocala, FLA 34480

Rockerz, Inc. 12662 N 47th Ave. Glendale, AZ 85304

Rockerz, Inc. 100 Commonwealth Drive Warrendale, PA 15086

Robert Smith




Director of Business Development

Direct: 724.553.3854 Cell: 724.612.6520

F&J PUBLICATIONS, LLC P.O. Box 3908 Suwanee, GA 30024 678.765.6550 • Fax 678.765.6551

EDITORIAL EDITOR: Michael J. Pallerino 678.513.2397 • SENIOR ART DIRECTOR/AD PRODUCTION MANAGER: Brent Cashman 404.402.0125 • CONTRIBUTING WRITER: Ron Treister • 561-203-2981


PUBLISHER/EDITOR David Corson • 678.765.6550 (fax) 678.765.6551 SUMMIT DIRECTOR David Corson • 678.765.6550 (fax) 678.765.6551 CCRP MEMBERSHIP DIRECTOR: Kristen Corson • 770.990.7702

From SoHo to Rodeo.

LIST RENTAL: Brian Clotworthy •

We’re expanding to the West Coast Bringing decades of experience building high profile retail and office environments for the world’s largest brands.

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We’re ready to build for you. Tom Fenton, Business Development Manager (914) 244-9100 x 322





EDITORIAL BOARD RETAILERS AARON ANCELLO TD Bank VP Regional Facilities Manager AVP New England DAVE CRAWFORD Vice President of Design & Construction Belk Inc. STEVE KOWAL VP Construction & Property Management Hibbett Sporting Goods BOB MEZA Senior Construction Project Manager Target JOHN MIOLOGOS Director, Store Standards Store Design and Planning Walgreens Company JERRY SMITH Head of Construction Bluemercury LAURA GROSS Retail Facilities Manager American Signature Furniture ERRAN THOMAS ZINZER Senior Manager Real Estate Services, Construction & Design COLLEEN BIGGS Director, Brand Leadership The Little Gym MIKE KLEIN, AIA, NCARB

Sr. Manager, Architecture QA/QC Life Time Fitness

HEALTHCARE CLINTON “BROOKS” HERMAN, PMP Senior Facilities Project Manager UTHealth Science Center at Houston



RESTAURANTS RON BIDINOST Vice President of Operations Bubbakoo’s Burritos Corporation

PUNIT R. SHAH President Liberty Group of Companies

GREGG LOLLIS Sr. Director, Design Development Chick-fil-A

LU SACHARSKI Vice President of Operations and Project Management Interserv Hospitality

BOB WITKEN Director of Construction & Development Uncle Julio’s Corp.


President Schimenti Construction

DAVID SHOTWELL Construction Manager, Flynn Restaurant Group ISYOL E. CABRERA Director Design and Construction Carvel


DEMETRIA PETERSON Construction Manager II Checkers & Rally’s Drive in Restaurants

Senior Vice President, Cushman & Wakefield


International Director JLL


MIKE KRAUS Principal Kraus-Manning

HOSPITALITY JOHN COOPER Senior Vice President Development RB Hotel Development JOHN LAPINS VP of Design & Construction Auro Hotels GARY RALL Vice President of Design and Development, Holiday Inn Club Vacations ROBERT RAUCH CEO RAR Hospitality Faculty Assoc., Arizona State University JOE THOMAS Vice President Engineering Loews Hotels RICK TAKACH President and CEO Vesta Hospitality


President Property Management Advisors LLC

CHRIS VARNEY Principal, Executive Vice President EMG

CONSULTANT GINA NODA President Connect Source Consulting Group, LLC.


Executive VP & Director of Hospitality HKS



Principal Trident Sustainability Group JEFF ROARK Principal/Partner Little JEFFREY D. MAHLER Vice President L2M JIM STAPELTON Vice President Nelson HUGHES THOMPSON Principal GreenbergFarrow FRED MARGULIES Director of Retail Architecture Onyx Creative STEVEN MCKAY Senior Principal DLR Group BRIAN HAGEMEIER, P.E., LEED AP Program Manager GPD GROUP STEVEN R. OLSON, AIA

President CESO, Inc.

ADA BRAD GASKINS Principal The McIntosh Group

ACADEMIA DR. MARK LEE LEVINE Professor Burns School/ Daniels College University of Denver


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AroundtheIndustry Hospitality Accor’s MGallery/21c Museum Paris-based Accor has added 21c Museum Hotels to the MGallery Hotel Collection, simultaneously bringing the MGallery brand into North America. The 21c Museum Hotels/MGallery brand will combine art with boutique hotels and chef-driven restaurants in 26 countries.

Tribe/Accor The first of Accor’s new Tribe midscale brand properties debuted in Perth, Australia, with 10 more openings planned for the Asia-Pacific region and Europe by 2022. Tribe’s expansion of the chain’s lifestyle portfolio is expected to reach 150 global sites by 2030.

Choice Hotels International Choice Hotels International has awarded an agreement to ServiceStar Hospitality to develop 14 new WoodSpring Suites hotels throughout Colorado, Arizona and Nevada.

Standard Hotels Standard Hotels is entering the European market this spring with a 266-key project in London. The company has other hotel projects in its development pipeline.

Hilton/Tapestry Collection Hilton has plans for 45 new Tapestry Collection properties in 2019, accelerating the brand’s growth after adding 14 properties in 2018.

TWA Hotel An abandoned terminal at JFK International Airport is being converted into a 512-room TWA Hotel that is designed to look like it is from 1962. The hotel, expected to fully open in mid-May, will include features like rotary-dial phones, a skating rink and a glass wall to dampen nearby airplanes sounds.

Marriott Marriott has 30-plus luxury hotels in its 2019 pipeline with such brands as JW Marriott, Bulgari, W, Ritz-Carlton and St. Regis. Eight new W hotels and six Ritz-Carlton properties are in the plan. In other Marriott news, Nashville is home to the first tri-branded Marriott—a 21-floor building housing a SpringHill Suites, Residence Inn and AC Hotel. Six Senses Six Senses is opening five wellness destinations in Bhutan in addition to a private island resort in Cambodia.

Edition After opening the Times Square Edition in New York City, Marriott and Ian Schrager plan to open 18 more moving forward. Postcard Hotels & Resorts Postcard Hotels & Resorts is the first new luxury brand developed in India in two decades.

Restaurants El Pollo Loco El Pollo Loco has refreshed its branding for the second time in a year, revealing a new yellow logo, revamped packaging and a fresh tagline, “Feed the Flame.” The brand is also experimenting with voice and chatbot ordering using Amazon’s Alexa and Facebook Messenger, and adding Uber Eats and Postmates to its delivery service. Mercado Little Spain Jose Andres is entering New York City by opening several new eateries all at once. Mercado Little Spain at Hudson Yards will include a market selling canned Spanish seafood and dry goods, kiosks for churros and patatas bravas, a restaurant centered around open fire cooking and a cocktail bar.

Wegmans Wegmans is planning its entry into Delaware with a store that will be the centerpiece of a redeveloped multiuse project. The Greenville location is slated to be about 115,000 square feet. Hy-Vee/Fast & Fresh Hy-Vee has added a second Fast & Fresh store, this one in Des Moines, Iowa, and has plans to expand the concept. The smaller-format store focuses on offering fresh foods and top convenience store options. Black Tap Craft Burgers & Beer New York City-based Black Tap Craft Burgers & Beer expects to add as many as nine new eateries this year. Black Tap’s co-owners want to turn the chain, known for its social media-worthy CrazyShakes, into a global brand.

Mariano’s/Pork & Mindy’s Chicago-based barbecue chain Pork & Mindy’s will open 200-square-foot eateries in 28 Mariano’s stores this year. The restaurant chain operates six units in three Midwestern cities; Mariano’s has 44 Chicago-area groceries with prepared food offerings that include pizza and gelato stalls, and sit-down sushi bars.

Alltown Fresh Waltham, Mass.-based gas station and convenience store chain Alltown has created Alltown Fresh, a new concept that serves grain bowls and avocado toast instead of hot dogs and sodas. The menu is focused on fresh, organic, plant-based fare, including kimchi bowls, smoothies and kombucha on tap.

Pathmark The Pathmark grocery banner will return to one of its former locations in Brooklyn, New York, as part of the Allegiance Retail Services cooperative. The former location should open this spring, bringing back a banner that closed amid the bankruptcy of A&P in 2015.

Porch Swing The Wingstop and Pizza Patron has returned to the restaurant business with a new concept called Porch Swing. The first location, in a Dallas suburb, features a slow-cooked Southern menu and also includes Pie Company, an in-store pie shop.



Restaurants (continued) Wood Ranch BBQ & Grill The creators of Wood Ranch BBQ & Grill have created WR Kitchen & Bar, a smaller format that’s set to launch in California this year. The new concept will serve about 80 percent of the original menu, in a hybrid model designed to speed service with ordering at the counter and self-seating. Golden Chick Chicken chain Golden Chick plans to add 25 more units this year. LemonShark California-based poke chain LemonShark will expand to new markets as it grows from 15 to 45 locations this year. The chain plans to enter new markets, including Chicago, Houston and St. Louis, and eyes growing nationally with franchised stores. Chicken Guy! Guy Fieri will open a Miami restaurant called Chicken Guy! this spring. The comfort-food eatery will feature crispy chicken nuggets with 22 dipping sauce choices.

Cheesecake Factory Cheesecake Factory will open the first fast-casual Social Monk Asian Kitchen restaurants, offering made-to-order Asian-inspired dishes and beer and wine. The company also expects to close on its acquisition of North Italia from Fox Restaurant Group. It’s putting growth plans for two other concepts, Grand Lux and RockSugar Southeast Asian Kitchen, on hold. Modern Restaurant Concepts Lemonade and Modern Market Eatery, two concepts owned by private-equity firm Butterfly, have merged to form Modern Restaurant Concepts. The new company has 58 health-focused restaurants. The concepts will continue to grow as separate brands. Ole & Steen Denmark-based bakery chain Ole & Steen recently opened its first U.S. shop in New York City, with a menu of soups and sandwiches in addition to the brand’s grain-based baked goods. Two more locations are set to open in the city this year.

Retail Sephora Sephora will open 35 new stores across the United States in 2019. Employees in the new stores, who are called beauty advisors, will wear new uniforms created by fashion designer Nellie Partow. Target Target plans to open 30 more small-format stores this year in Los Angeles, New York and Washington, D.C. Target and other retailers see smaller footprints as a stepping stone to markets where they otherwise wouldn’t be able to gain a foothold. Foot Locker/Power Store Foot Locker is testing its Power Store format in U.S. stores to create a space where sneaker fans can gather and shop a selection of sneakers and apparel inspired by local culture. The retailer has opened Power Stores in several international markets, and after opening in Detroit, plans to add 12 new locations this year in cities like New York, Los Angeles and Milan. Apple Apple will open a new store in Dallas and close two others in Texas, including a Plano store that was the first in the state when it opened in 2001. The company said it also plans to invest in major upgrades to other Texas stores. Simon Property Group Simon Property Group has achieved almost all of its 2020 sustainability goals. Simon has reduced electricity consumption by 38 percent since 2003 and, in the past four years, has reduced electricity consumption by 13 percent and greenhouse gas emissions by about 20 percent. Under Armour Under Armour will open its first store in India under a subsidiary called Under Armour India. The brand plans to grow in India’s 10 biggest cities through franchise operators and will also sell the brand via online platforms, including Amazon and Myntra.

CVS CVS Health has created HealthHUB, a new store format that will devote upward of 20 percent of the total store space to health treatments and other wellness services. It also will include closed-off areas for yoga and other classes. The concept, which will roll out first at three stores in Houston, will also offer pharmacist consultations to help customers manage their prescriptions. Samsung Samsung will expand its retail presence in the United States with the launch of Samsung Experience stores, where shoppers will get a chance to try out the latest devices. The South Korea-based company already operates Experience stores in Australia and Canada. U.S. locations include Los Angeles, Houston and Long Island, New York. Russ & Daughters Russ & Daughters, one of New York City’s iconic Jewish delis, will open an 18,000-square-foot space at Brooklyn’s Navy Yard. The company’s largest deli to date will include dining tables, but the bulk of the space will house a kitchen area, bakery, offices and other back-of-the-house functions. Amazon Amazon reportedly plans to open a grocery store in Los Angeles before 2020 that will be separate from the Whole Foods banner. Amazon has leased or is discussing sites in other cities for the new concept and could acquire regional grocery businesses. Stage Stores/Gordmans Stage Stores will roll out 38 new off-price Gordmans stores in eight states, with plans to open 36 more locations this summer. Nordstrom’s Nordstrom’s seven-story New York City flagship is set to open in October with several floors focused on fashion, shoes and accessories, two beauty floors, four restaurants and two bars.





What they're saying..

We’re No.

“ We're not a restaurant. We're an entertainment company. We're more than fries, curds and gravy. As a brand extension to brick and mortar, it's fabulous for us.”

– Smoke's Poutinerie founder and CEO Ryan Smolkin on why the brand focuses on entertainment as well as aesthetics


“ We look at our foray into the hospitality market as an opportunity to transform physical spaces into integrated experiences for perhaps an even broader demographic.”

ouston's $28 billion in construction starts was the highest value by total volume in the United States in 2018, according to data by ConstructConnect. Providence, Rhode Island led the way in year-over-year percentage change with 71 percent, jumping from $2.3 billion in 2017 to $4 billion in 2018. In another report by ConstructConnect, Washington, D.C., topped 51 U.S. cities with about $1.35 billion worth of medical facility construction starts in 2018, followed by Cleveland, which posted around $1.06 billion.

– Kevin Newman, chairman and CEO of design firm Newman Garrison and Partners, with his take on hospitality projects in mixed-use developments

“ Culture is not the most important thing in the world, it's the only thing.”

– Co-founder and past CEO Jim Sinegal on Costco's continued emphasis to grow in the age of digital shopping with a business model that wins customer and employee loyalty


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The numbers game

1.46 350 37

The number, in trillions, that construction spending is expected to reach by 2022, according to FMI’s “2019 FMI Overview,” which features the management consulting and investment banking firm’s predictions through 2022 for residential and nonresidential building and nonbuilding structure construction put in place, both nationally and across nine geographic regions. The report also says that spending for nonresidential buildings is projected to account for 40 percent of the total this year, and 39.2 percent of spending in 2022.

The amount of square feet (in millions) that department stores total in mall space across the United States, according to Green Street Advisors. The number is worrisome to retail landlords, as department stores fall out of favor with consumers and more of the retailers re-evaluate their real estate footprints.

The number of states that added construction jobs between February 2018 and February 2019, according to an analysis by the Associated General Contractors of America of Labor Department data. Texas added the most over the year (22,700 jobs), followed by Florida (22,400), Arizona (16,500), West Virginia (16,000) and Georgia (14,600 jobs). In addition, construction employment reached a record high in Oregon and Pennsylvania, the data showed.

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Last store standing

New day A dawning Cannabis retailer begins national rollout

Blockbuster video rental store in Bend, Oregon (yes, you read that right) will be the last of its kind when a location in Western Australia closes at the end of March. And get this: The Oregon franchise operator has every intention of staying open. The store, which boasts about 4,000 active accounts, has become a tourist attraction, with a pair of filmmakers are making a documentary about the location.


annabis may be becoming to a mall near you. Cannabis retailer Green Growth Brands is making its move into U.S. retail centers after retail property owner Simon has agreed to provide access to 108 prime retail locations. As Commercial Construction & Renovation went to press, Green Growth has opened five Seventh Sense locations, with hundreds planned to open by the end of the year. The shops feature botanical therapy CBD-infused personal care and beauty products. The assortment includes CBD-infused body lotion, muscle balm, body wash, bath salts, sugar scrub, bath bomb, lip balm and face oil. CBD is short for cannabidiol, the legal compound in cannabis that advocates say delivers the calming benefits of marijuana without the high that comes from THC.

Did you


Last year witnessed a record number of hotel deals in the United States, with $29.5 billion in transactions involving 707 hotels, according to STR’s “Hotel Transaction Almanac.” More than a quarter of deals were in the upscale chain category. As far as major market sales, Washington, D.C.-Maryland-Virginia was the most active for transaction activity, with 27 properties sold at an average price per room of $265,000. Atlanta followed with 23 deals representing 3,164 rooms, the Miami-Hialeah, Florida market posted $539,000 per room, while the New York City area saw the third-highest number with $505,000.




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In memory of... CCR says goodbye to good friends Michael (Mike) O. Hanlin, 62, Hanlin Rainaldi Construction Corp./Impact Specialties Michael (Mike) O. Hanlin, 62, passed away on Jan. 21, 2019, in Fort Myers, Florida, following complications of Pulmonary Fibrosis. Born Aug. 19, 1956, in Springfield, Ohio, Mike graduated from Springfield North High School in 1974 and Ohio State University in 1978. Mike was a two-sport athlete—wrestling and baseball—while at Springfield North High School and a member of the Ohio State Baseball team between 1975 and 1978. Mike, an original member of the Commercial Construction & Renovation Editorial Advisory Board, founded Hanlin Industries Corp. in the late 1970s. The central Ohio construction company later evolved into Hanlin Rainaldi Construction Corp. in the mid-1990s. Outside of his construction business, Mike invented several patented consumer products. His latest position was VP/GM of Impact Specialties, a national accounts division of Construction Specialties Inc., based out of Lebanon, New Jersey. Impact was located in Kennesaw, Georgia.

Mike enjoyed living a life of philanthropy, gifting his time to impact the life of others. One of his greatest joys was to give to his community. In addition, he was active in the Central Ohio Diabetes Association, Worthington Arts Council, Worthington Youth Boosters, Worthington Kilbourne and Thomas Worthington Athletic Departments, and the Ohio State University Varsity “O.” Mike also was a charter member of the Ohio State Baseball Diamond Club, serving a term as organization president, continuing many years of involvement. Until his passing, Mike was instrumental in the mentoring of others—athletically, personally and in business. He always looked for a way to mentor and coach, and his words and temperament were respected by everyone. Mike always thought of his friends and colleagues as an extension of his family. Mike was also a loving and passionate father to his two boys, Jason and DJ. As they grew up, he was very involved in their sports, coaching baseball teams each summer, and later turning that enjoyment into business lessons and career coaching. Commercial Construction & Renovation would like to extend our condolences to his family and friends. We will miss the time he gave to us and our industry.

Michael Eschger, 58, Kingsmen Projects USA Michael Eschger, 58, was born in Kenzingen, Germany on Leap Day, Feb. 29, 1960. He passed away in Los Angeles on Dec. 31, 2018, after a brief battle with cancer. Michael emigrated to the United States in the early 1980s, living at various times in New York and San Francisco, before finally settling in Los Angeles. He lived a full and prolific life, and remade himself a number of times, starting as an auto mechanic working on Mercedes Benzes. He began his career in set construction and design in Los Angeles, working on commercials and films, including “Universal Soldier.” Working in the film industry, he learned not only the sense of urgency, but also the skills of design improvisation and innovative use of materials. It was then that he assembled his own fabrication shop in Venice, ME Productions. He became involved in the construction of trade show booths for footwear retailers Karl Kani and Skechers USA, when it was still a wholesale company. When Skechers decided to develop as a retailer, Michael was given the opportunity to both design and construct its initial outlet and concept store rollout. As Skechers grew, so did ME Productions, combining to open 30-40 stores a year for a total of nearly 150. In 2000, when Skechers wanted new designs for its concept, outlet and warehouse stores, ME Productions produced award-winning designs in nearly all categories in several retail publications. The Skechers store in London was used as a key location in the feature film "About a Boy." The store demonstrated Michael’s


feel for contemporary culture. His approach to design was one of play and adventure—exploring new materials or unconventional ways to use existing ones. He watched the retail world closely, but used art and materials to inspire and realize his own unique vision. He explored products to incorporate into displays that offered a shopping “experience” long before it was a buzzword, be that via the first curved LED tickers, early Play Stations or holographic devices to project floating 3D objects onto the shop floor. While Skechers represented his most sustained opportunity to display his inventive abilities, Michael took the same keen perceptions of how to represent clients, including Lucky Brands, Frederick’s of Hollywood, the UCLA Store, Sony Pictures/Zone Productions, Hale Bob, and Tribogenics. Most recently, he was a Project Manager at Kingsmen Projects USA. Commercial Construction & Renovation would like to extend our condolences to his family and friends. The industry will miss his work, his friendship and his spirit.


Rick Von, 53, Smoothie King Rick Von passed away suddenly on Feb. 11, 2019, at the age of 53. He is survived by his wife, Sarah, and his children, Jake, 18, Grace, 10, and Charlotte, 7. Rick worked in the construction industry for more than 35 years, primarily in restaurant and retail construction. His vast career included jobs as a project manager, all the way to "humping trash," as he called it. Rick loved what he did: building, creating and, quite frequently, critiquing. He primarily built restaurants and retail spaces, including Baja Fresh, Coffee Bean & Tea Leaf and Sees Candy, to name a few. Rick had the unique ability to work hard, push hard and make the workplace a fun environment. In work and in his personal life, Rick brought joy and laughter to everyone around him. He was the life of any gathering—a silly goofball who was able to cut through a tense situation with a unique sense of humor or a line from a Mel Brooks' movie. People gravitated to him because he was larger than life.

His greatest joy in life was being a father, a husband and a friend. Rick was the type of person to drop everything to be there for you in a time of need. There was nothing he wouldn't do for the ones he loved. He loved big and was loved deeply by those closest to him. His passing has left a huge void in the lives of his family and friends.

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Beer. Barbecue. Network. T

Fort Worth’s Cowtown Brewing Co. hosts CCRP Nation here’s a saying down in Forth Worth, Texas that the locals like to pass along: Great beer deserves equally great barbecue. When it comes to the Commercial Construction & Renovation (CCRP) crowd, you can throw networking into that mix. That’s just what they did when CCRP Nation converged on the Cowtown Brewing Co. for a little fun—Texas style. If you want in on the fun, contact Kristen Corson at 770-990-7702 or via email at


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Anthony Amunategui, President 333 West Harrison Street Chicago, IL 60304 (708) 383-0586


Westwood Contractors Wier & Associates Wilson Associates









1. T om Kay, Entouch; Vinny Catullo, CDO Group; Bryan Walker, Vixxo 2. K evin Rourke, Davis Marketing Associates; Ken Martin, Federal Heath; Lisa Peterson, MarCommCentrale; Michelle Busing, Federal Heath


6. Lorelie Peterson-MacKay, Fort Worth Police Department, Lisa Peterson, MarCommCentrale 7. John Catanese, Chain Store Maintenance; Dalana Morse, DAM Media/Lead Up for Women

3. Ara Jahn, May Group USA; Cindy Rotton, Frisco Tint

8. Kirk Stateson, Kieffer/Starlite; Kelly Kelley, Grafitti Solutions

4. Angelica Palacios, Westwood Contractors; Truman Gee, Interplan LLC

9. Amy Hochberger, Attorney; Mike Gordon, Rent-A-Center

5. Tony Scardino, Dutch Bros. Coffee; Jan McKenzie, ASSA ABLOY; Matthew Jahn, Wier & Associates MARCH : APRIL 2019 — COMMERCIAL CONSTRUCTION & RENOVATION




81Bay Salute CCRP takes on Tampa brewing company for networking gig


eer. Relax. Recreate. Repeat. That was the tone set for Commercial Construction & Renovation (CCRP) Nation's networking event in Tampa. 81Bay Brewing Company, founded by three long-time Floridian friends, was home to one of the industry's most celebrated social gatherings of commercial construction professionals. Attendees were able to soak in the multi-media murals, taproom games and live music. If you're looking for a good place to expand your industry contacts, reach out to Kristen Corson at 770-990-7702 or via email at

See you in Fort Worth, TX March 20th, 2019

See you in Fort Worth, TX March 20th, 2019


Fortney & Weygandt

RNR Tires Express

The TJX Companies, Inc

Interplan LLC

Robert Reid Wedding Architects & Planners

UHC Corp United Rentals

Thank You to Our CCRP Tampa, FL Sponsors:

360 Advanced

Thank You to Our CCRP Tampa, FL Sponsors:


EMG Corp

Amscot Financial

Entouch Controls

Chain Store Maintenance

Federal Heath

McKibbon Hospitality



Federated Service Solutions

Powerhouse Retail Services

The Beam Team

Thank You to Our CCRP Tampa, FL Sponsors:

Jones Sign

Thank You to Our CCRP Tampa, FL Sponsors:

Thank you to our sponsors:

UHC Construction Services, Inc. Leslie Burton, Director of Business Development 154 E. Aurora Rd., #155 Northfield, OH 44067 See you in Fort Worth, TX March 20th, 2019 (216) 544-7588 See you in Fort Worth, TX March 20th, 2019



Lead Up For Women Colleen Biggs, Partner PO 3908 Suwanee, GA 30024 (602) 730.5121









1. T odd Reeves, Allegion; Ron Hunter, Jones Sign; Ken Stone, Allegion

5. Kristopher Kay, Jones Sign, Brandi Orr, Robet Reid Wedding Architects & Planners

2. J oe Maynard, Amscot Financial; Shane Sommer, Federal Heath; Daniel Palmer, Federal Heath

6. Claudette Anderson, EMG Corp; Bryon Hamad, UHC Corp

3. M ichael Morelli, Signage-Solutions; John Brown, Federated Service Solutions

7. Ryan Schrader, RNR Tires Express; Matt Frank, Fortney & Weygandt; Doug Head, Ad Art Sign Co.

4. David Corson, CCR, Samuel Godfrey, Circle K

8. Laura Riendeau, Chain Store Maintenance; Demetria Peterson, Checkers/Rally’s; Leslie Burton, UHC Corp





California dreamin’ L

How the Lucky Brand has become an American classic

ike all good jeans stories, there's a laundromat involved. That's where Gene Montesano and Barry Perlman used to head with a pocket full of change and some bleach. At the time, the duo were running the Four Way Street jeans shop in Florida in the 1970s. The laundromat was ground zero for their stylistic transformation. After moving around the fashion industry a bit, Montesano eventually caught up to Perlman again in the 1990s to launch the iconic Lucky Brand. Defined by their intensive attention to detail, Lucky Brand became a favorite among the free-thinking, artistic and dreamer set. Look closely and you will find the phrase "LUCKY YOU!" stitched on the fly of each pair of Lucky jeans. The phrase was (and continues to be) a part of their mission: to create a product of good quality and good humor. Today, there are 250-plus Lucky Brand locations across North America, as well as in select department stores and online at Each style remains true to its Southern California roots, drawing inspiration from the outlooks of Big Sur, Venice Beach and Malibu. Commercial Construction & Renovation sat down with senior construction project manager Michele Fleming of Lucky Brand to get an inside look at how the iconic company continues to make its mark.

By Michael J. Pallerino

Give us a snapshot of the Lucky brand?

Staying true to the rich heritage—and authentic, all-American spirit—of denim, Lucky Brand began crafting great-fitting, vintage-inspired jeans in Los Angeles in 1990. We gave them their distinctively Lucky look by literally putting them through the wringer. By ripping, fraying, sanding, patching and washing by hand, we gave them true character and soul. Then, we added authentic hardware, personalized touches and playful details, and an American legend was born.

What type of consumer are you targeting?

Women and men, young and old who have an affinity for purchasing comfortable jeans and fashion that highlights a California lifestyle.



CALIFORNIA DREAMIN’ How does the design of the stores cater to how today's consumers' shop?

In today's climate, getting consumers in the store is the challenge. Our goal is to create a comfortable, customer service-oriented experience. To capture the feel of our flagship store, we have incorporated a garage door entrance that provides the consumer with a unique feel upon entering. In our outlet stores, we have arranged a light pattern with LED strips that pull you into the space. In all new stores, we have created a sitting area, with a rug, leather couch and chairs for a more relaxing environment. Our staff stays with our customers to help provide the correct fit for jeans and other garments to their satisfaction.

Is there a location that really shows how the brand interacts with the community and customers? One of your favorites?

Our flagship store at “The Point” in El Segundo showcases our Southern California lifestyle and our brand. Our 5,902 square foot space comes to life when you enter through the custom made 14-foot high x 18-foot wide glass garage door. Passing by the 10,000-pound block of wood cut from a single Eucalyptus tree, there are three bays on each side of the store founded on each one of our pillars: Vintage Americana, Moto and Music. One side is men’s and the other is women’s. Both sides highlight a California feel. Sunshine streams in through the two sky lights, providing a feeling of warmth and a relaxing atmosphere. Art work, vintage musical and motorcycle props abound throughout the space. An exploded vintage Triumph motorcycle, each part hanging on its own suspended from wires, is a main focal point. In the back of the space, comfortable leather couches overlook an antique bar with bar stools that double as a cash wrap. Whiskey bottles line the back wrap, while above a window displays a conveyor belt with jeans and product whirling by at a slow comfortable speed. This build-out was challenging, but exciting. I was proud to be able to show case my talents at a Flagship Specialty Store.


We our growing our brand, so it makes sense to grow in areas that will benefit Lucky Brand financially.


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CALIFORNIA DREAMIN’ Take us through your construction and design strategy.

After the project is awarded to a general contractor, I set up four construction visits to the site. The first is two weeks after the project starts. This visit is to primarily check every measurement of layout. By this time, the studs should be in place, and if the GC is moving, there may even be drywall. This step is so important, as 90 percent of the time I find a bust in the layout, which will prevent my wall fixtures from fitting into the space given. It’s better to move a stud than a finished wall. I also provide the superintendent with a handbook I created. It has a schedule, vendor contact information, pictures of finished stores, help areas that other GCs had difficultly building and shop drawings/specifications of fixtures.


We are seeing lifestyle locations as more attractive to the consumer than the indoor mall concepts.


The second site visit occurs two weeks before punch. At this point, the majority of the store is built and the GC is installing millwork. There are always questions, and I catch any deviants from the drawings. The third site visit is punch, where I count all the light fixtures and store fixtures, blue tape any paint issues, make sure everything is secured to the walls and the store should be ready for turnover. The last site visit is the turnover. My client is the operations manager. I am proud to hand over a store that is complete with no pending issues.

What's the biggest issue today related to the construction side of the business? Change orders are currently an issue we have had to deal with. In order for the GC to

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CALIFORNIA DREAMIN’ become the lowest bidder, he will bid low to initially get the bid, then find other areas of compensation during the job. In order to mitigate this, I make sure my drawings are not lacking in details and measurements are correct. My handbook helps the superintendent and subs with the concept in addition to the drawings so things are built correctly the first time. My site visits alleviate any layout issues and build-out issues so change orders are truly what they are intended for which is unforeseen conditions. In the last four years here at Lucky Brand, I have averaged 2.91 percent in change orders and have not approved $175,678. This amount not approved turned out to be change orders that were either on the drawings, which I located for the GC or helped them come up with a more economical way at no cost to me, to achieve it.

Talk about sustainability. What are you doing?

Through a lifecycle assessment of our product (cradle to grave), we determined Lucky could make the greatest impact under these “4 UN SDGs” (Water, Waste, Climate Change and Health). We are currently evaluating our supply chain (headquarters, distribution centers and stores) for how we plan to contribute to these goals. From start to finish, one pair of jeans uses 2,720 liters of water to produce and care for. That’s why we are working closely with our factories to use techniques and technology that recycle water, reduce the total amount of fresh water used and decrease the amount of chemicals discharged in waste water.


Our goal is to create a comfortable, customer service-oriented experience. To capture the feel of our flagship store, we have incorporated a garage door entrance that provides the consumer with a unique feel upon entering.




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CALIFORNIA DREAMIN’ Why did you pick the locations you did for your stores?

We our growing our brand, so it makes sense to grow in areas that will benefit Lucky Brand financially. When tenant allowance is significant to provide a new store, we look economically on the location to determine if this location will benefit us.

What trends are you seeing?

We are seeing lifestyle locations as more attractive to the consumer than the indoor mall concepts. A location where you can stroll down a sidewalk, stop in a bar or restaurant, and wander by a Lucky Brand window display that pulls the consumer into the store. Locations that have more than one purpose than just retail.

Describe a typical day.

My role requires me to be organized, so that I can optimize my time multitasking when I have several projects at the same time. Typical does not describe a project manager’s day, but tasks that are prioritized are reviewed daily. Touching base with my superintendent, going over the schedule and getting him to understand that it is alright

to ask me questions, as I know the drawings better than anyone. Answering emails and responding quickly to RFIs is my goal. I am responsible for the department budgets and monitor them closely throughout the projects. Closing out projects with my general contractors is one of the most important tasks that it is done in a timely manner in order to receive our Tenant Allowance, so I work closely with our leasing department. I tell my superintendents to call me anytime, day or night. I am “on call,” as if they are back east they shouldn’t have to wait three hours for an answer if it’s critical to the schedule for an answer.

Tell us what makes your brand so unique?

Our jeans are made for the free-thinker, the artist, the dreamer. They’re made to dance, work, run, jump, play and rock & roll. Our inspiration doesn’t just come from the rugged workwear of denim pioneers, but from the free spirit and laid-back lifestyle of our Southern California roots. We find inspiration everywhere, from the secluded outlooks of Big Sur to the old-school tattoo parlors of Venice and the beautiful beaches of Malibu. We reference music, art and photography, old and new, to create truly unique pieces that you’ll wear over and over again. CCR

One-on-one with... Michele Fleming

Senior Construction Project Manager, Lucky Brand What’s the most rewarding part of your job?

I never stop learning. As a project manager, I like to say, “I know a little bit about every trade, but not enough to be that trade.” I have been lucky to have worked for five different retailers and 14 different store concepts. I know where each of those companies were successful operationally and were their faults lie. Taking this knowledge has helped me put together a construction department at Lucky Brand that is streamlined, cost saving, ethical and governmentally sound.

What was the best advice you ever received?

No matter how high up the ladder you get, never forget where you came from.

What is the true key to success for any project manager?

The most important thing I do when it comes time to look over a set of 100 percent drawings is add in


my owner comments. I spend up to six hours or more reading every note, cross-referencing every detail to make sure it’s correct, comparing them with survey pictures if I have of them, making sure the electrical circuits match with the schedule. I even check to make sure the grab bar locations are correct for ADA in the bathrooms. This one very important thing I do has saved my company thousands of dollars in change order costs. It also helps build the job in my head so I can visualize what I have the general contractor building and can catch any design flaws before the buildout.

How do you like to spend your down time?

I play hockey on a co-ed team on Friday nights. There is no better way to remove stress after a long week than to get a little aggression out on the rink. My husband and one of my daughters play as well. I also like to take long bike rides on my beach cruiser to the beach.


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Gulf Coast Gold Attendees of this year's CCR Summit take in the sights and sounds of Biloxi It's no wonder that the beaches and casinos of Biloxi are two of the most popular subjects of stories and songs. To know that, you have to visit. Just ask the attendees of the 2019 Commercial Construction & Renovation Summit, who traveled down to the Gulf Coast of Mississippi for three days of networking and meetings in January. Along with the draw of the casino floors at the Golden Nugget Hotel & Casino, home base for the event, attendees were treated to an array of gatherings, including table top displays, lunches and dinners, gaming and boat rides. Sponsored by Commercial Construction & Renovation magazine, the festivities enabled some of the industry’s leading executives to do business—Gulf Coast Style. On the following pages are snapshots of this year's Summit.



Table Top Come one, come all Quick: What's the best thing to do after several hours of gaming and a little pre-dinner networking? If you have been to a Commercial Construction & Renovation Summit, you know the answer. If you said a night of vendor table tops, dinner and open bars, give yourself a point. And don't forget about the annual scavenger hunt, where attendees visit vendor booths to get their cards stamped for an after-dinner drawing. All proceeds were donated to the winners’ favorite charities.

CCR 2019 charity donations Jason Rivera, Hilton Worldwide: Schools for Haiti Gary Schluter, Aaron’s Inc: Wounded Warrior Project Kiel Hawkins, Univ of Texas Health Houston: Houston Humane Society Tim Rich, Houchens Industries: The Boys & Girls Club of Louisville, KY Ted Owen, Manna Inc: St Jude’s Children’s Hospital Kevin Kilgore, Jim N Nicks BAR-B-Q: Midwest Food Bank - Georgia Division Jeffery George, RM Development Group: Extra Table - Mississippi David O’Brien, Primax Properties, Primax Pink Warriors Zach Pezel, Smashburger: Wounded Warriors Michael Hyde, THP Properties: Muscular Dystrophy







Arcade Tourney Bring on the zombies... There were zombies. Racing games. Skittle ball. An open bar. Food. Did we say zombies? The fun and mayhem was an integral part of the networking activities on Day 1 of the 2019 Commercial Construction & Renovation Summit. On this night, attendees walked over to the Margaritaville Resort for a pre-dinner dose of flat out fun and games.

One-On-Ones Eye to eye They came. They saw. They met. The one-on-one vendor/end user meetings is among the most coveted gathering of the Commercial Construction & Renovation Summit. The casual, yet business-like meetings enable executives to spend quality time discussing potential business opportunities.



Casino Night I'll see your mark, and raise ya... Casino Night returned. And what a night it was, as attendees gathered at Biloxi's Maritime & Seafood Industry Museum for some good old-fashion food, drinks and gambling (for fun, of course). With a buffet spread featuring some of the local areas favorite cuisines and a pocket full of cash (think Monopoly money, lots of it), attendees played the night away at the tables. The friendly competition ended in a bout of prize giveaways for the winners and their stashes.

Boat Trip

(Betsy Ann Riverboat) Ahoy, attendees If you're looking for the best way to see the sights and sounds of Mississippi's Gulf Coast, you can't beat a trip on the Betsy Ann Riverboat. The morning networking cruise was the perfect way to wrap up the 2019 Commercial Construction & Renovation Summit (especially when you get to steer the boat). Thanks to an intimate history of the Biloxi area delivered by the crew, attendees took a breathtaking ride down the Gulf Coast.







Embracing challenges Marine vet and amputee Ironman triathlete discusses the advantages of pushing forward What is one hard truth that we all share? Challenge and adversity. No one is exempt. In fact, the most successful people go a step further then experiencing it, they welcome and embrace it. Just ask Eric McElvenny, a noted amputee endurance athlete from Pittsburgh. McElvenny's story is one of hope and inspiration. While preparing for his service as a Marine Corps Infantry Officer, he earned a mechanical engineering degree from the U.S. Naval Academy in 2006. He deployed three times as a Marine, but on his final tour, an incredible experience in Afghanistan, he was wounded after stepping on an IED. Suffering an amputation of his right leg below the knee, it was a life-changing experience. But where some might see challenges, McElvenny saw opportunity. For him, it was all about the next journey. While speaking at the CCR Summit in Biloxi, he shared his incredible story of hope. "Our lives are filled with challenges that don’t just test us, that they promote growth morally, mentally and physically," McElvenny said. "Our character is defined, developed and revealed through these tests."

“ Our lives are filled with challenges that don’t just test us, that they promote growth morally, mentally and physically. Our character is defined, developed and revealed through these tests.”

– Eric McElvenny

Eric McElvenny, Veteran of the US Marine Corps, Amputee Ironman Triathlete and Inspirational Speaker Faced with a physical challenge and an uncertain future, McElvenny made a promise to himself to run an Ironman Triathlon. On his journey from a hospital bed in Southern California to the finish line in Kona Hawaii, he realized that the challenge and adversity he was up against and the techniques he used to reach the finish line could be used against the challenges we all entertain. During his presentation, McElvenny shared some of those techniques. Through his words, he helps teach each of us how to put our best foot forward. And while chaos seems to take over our busy lives, McElvenny says you can use these habits to find your strength: • Live deliberately and passionately • Take ownership of our unique personal situations • Take responsibility for your lives… past, present and future • Experience continuous growth • Put your best (or only) foot forward These are the habits that helped lead him from the hospital bed to his first Ironman finish line. His quest continues to break Ironman world records for an amputee athlete. Today, when McElvenny is not training, racing or delivering inspiration, he can be found with his wife, Rachel, and three children in Pittsburgh. CCR



Don't get him started The Construction Comic shares insights from the road A husband and wife team who flips houses on TV. Don't get Carmen Ciricillo started. The comedian just can't take the set up. It's pure construction fantasy, right? "These shows aren't real," Ciricillo muses. "'Honey, help me hang this sheet of drywall then we'll have a muffin.' You ever try to do a home improvement project with your wife? How about you just want to hang a picture? You end up with 50 holes and a broken picture." Known as The Construction Comic, Ciricillo travels the country with his off-beat humor on all things construction, performing at thousands of construction-related associations and companies. In his spare time, Ciricillo also is the owner and principal instructor for Contractors Educational Services, which uses humor to teach continuing education to licensed contractors. That's why his routines are not just funny, they also address some of the more critical issues facing the construction industry today. During the CCR Summit in Biloxi, Ciricillo shared some of the more offbeat things he has noticed in the industry. Take how millennials are having a tough time entering the marketplace. "Hard hats crush man buns," he says. He still cannot believe why today's youth, who are more interested in technology, drop the ball when it comes to construction labor. Carmen Ciricillo, Comedian "Why is my nail gun not working?" the millennial asked. classes such as "How to Hold Your Breath in a Port O Potty." "This is "Uh, because it's empty," his supervisor shot back. a very important class in Florida, in July, at 3 p.m.," he says. "Well, how come I didn't get a notification?" The Construction Comic's road show is always in gear. Over the Or how about the immense skilled labor shortage the industry years, he has appeared on The Discovery Channel’s "Your New House" is facing. Why is that a lot of guys look like they come straight out of as the humorous tool guy for three years. He worked with NASCAR, prison? Supervisors tend to forget to ask the usual questions and get which booked him to tour with the Hendricks Motor Sports Racing down to business: Team to entertain fans at hospitality events and driver interviews. "You ever kill anyone?" the supervisor asked. For the last 10 years, XM/Sirius Satellite radio has consistently "In residential or commercial?" the worker replied. played two of his comedy releases, while Volvo also had Ciricillo Maybe that's why when it comes to drug testing, you're in fear headline its "Hardhat Comedy Tour," which traveled the country of losing the whole crew. "The only way a guy is going to pass a drug raising money for national charities. test is if you grade him on a curve," Ciricillo says. To catch up on some of his latest comedy routines and videos, Ciricillo also wants to know why nobody talks about the growing visit You can also visit his website demand for contractors to be licensed and take continuing education at CCR







Employee Classification 2019 By Steve Bachman Over the past few years, the Retail Contractors Association concerning Certificate of Registration, requirements to bond, mainte(RCA) has started to explore the different aspects of the labor nance of a business license, Workers Comp and GL insurance. Does shortage. One area that has come into increasing focus is the use of the state require a specific trade license for the work that is to be 1099 subcontractors to perform the work typically assigned to the performed by the worker? site superintendent. Steve Bachman, president and CEO of Retail If the worker is in fact able to be considered an independent Construction Services Inc., and the current president of the Retail contractor by passing all of the other litmus tests, licensing may or Contractors Association presented: “Getting it Right” — Correctly may not be an issue. Various states do not have strict guidelines Classifying Employees and Independent Contractors. while others do, and it is important to understand the law. You may Organizations use different classifications typically because it offers flexibility, If an independent contractor keeps head count low, some people prefer it, and it keeps costs low by not paying taxis working for you, whether es or benefits. The inherent risks to the GC the client or the GC, it would and the owner vary but the misclassification be wise to understand certainly creates a legal liability. Over the last few years, the IRS, what the consequences U.S. Department of Labor, National Labor are for misclassification Relations Board and Equal Employment Opregarding taxes, civil and portunity Commission have increased their review, interest in and prosecution of those criminal penalties and that violate the law. Individual states can work-related injuries. also have counterparts that investigate these same issues, and companies are paying millions to settle claims in various industries. The IRS’s criteria for independent contractors is a 20-point test based on the relationship between the employer and the employee/independent contractor and what it considers behavior, finances and relationship duration. The DOL utilizes the FLSA Test and this is summarized as the "economic realities test," in that it looks at permanency of the relationship between the worker and the employer, how much control the employer has over the Steve Bachman, President/CEO, Retail Construction Services Inc. worker, whether the worker has an opportunity for profit and loss, and his/her skill sets. The NLRB follows much of the same criteria as these first also consider checking with your HR team to review the employment two entities, but also looks at the method of payment and whether law aspects as well. the evidence tends to show that the individual is in fact rendering Regarding licensing, there are websites for each state as well services as an independent business. that provide all of the details as to who does and doesn’t need to be The EEOC Test digs a little deeper and differently, adding the licensed and what that criteria is. review of available benefits such as insurance, leave or workers In summary, if an independent contractor is working for you, compensation, and the level of skill or expertise to perform the work. whether the client or the GC, it would be wise to understand what Finally, once all of the other aspects are considered, the issue the consequences are for misclassification regarding taxes, civil and that can come into play is licensing. Each state has various laws criminal penalties and work-related injuries. CCR Steve Bachman is president and CEO of Retail Construction Services Inc. and the current president of the Retail Contractors Association (RCA), a national organization of high caliber retail contractors.



Building Impressions While Building Your Brands

By Scott Franko

We are brand builders. We all want our brands to be successful. Building impressions is a success principle that uses the principles of branding beyond a name and logo by applying them to five key components that lead to building a more successful brand. As you build your impressions, it’s a win-win-win for you, your brand and your organization. To help you with that process, here are the five "Building Blocks for Building Your Impressions."

Block 1 — A Higher Calling

customers, then you have to intentionally build happy impressions with your customers. Horizon Transport transports trailers. But it also created its eight essentials for service to help guide the organization to meeting its goals. Branding its goals helps it accomplish its goals, and those branded goals are part of its brand.

Block 4 — On the Inside

The higher calling is the ultimate statement to describe or summarize the reasons for doing what you do. A higher calling embodies the entire brand. Your higher calling connects you or your brand better to your targeted customer. Nike knows this. Selling shoes and apparel is the business, but selling lifestyle is the higher calling. The higher calling of Zappos is "Delivering Happiness" as well as shoes.

You don't get much more inside of a person, an organization or brand than the culture of them. You are a part of that culture. Your branded environments are part of that culture. The best brands in the world pay as much attention to their cultures as they their customers, products and services. They understand that building a brand that builds impressions starts on the inside, then goes to the outside as part of their branding and branded environments.

Block 2 — At the Core

Block 5 — Taking the Stage

In branding, there's a rule of seven where Taking the stage simply means making at least every seven years a brand should it visible, real, tangible, understood and be evaluated to determine if it is still experienced. It's where the goals, core relevant, resonating well with customers, attributes and higher calling come to life becoming stale or just needs a change. on the outside after starting on the inside This evaluation includes your core traits. by putting them on a stage to start building If something must change, branding plays your impressions. Your stages are the a big part carrying out those changes, but places where you build your impressions— the changes should still involve and reflect at home, at work, in the office and in your Scott Franko, founder, Franko Design the core elements of the brand. branded environments. For example, Keds started in 1916 Branding is what you say about yourand grew to be a great brand until getting away from its core. To self. What others actually say about you determines your brand. fix that, they got Taylor Swift to become its spokesperson for a new And what they say is highly determined by what they experience campaign called "Ladies First Since 1916" and got back to its core about you. roots to serve and honor women. That brought the brand back. Experiences build a brand. As you build your brands, consider that a higher calling, your core attributes, your goals and your culture Block 3 — Your Goals all play a part on the stage of building your impressions. One of the primary functions of branding is to align it with goals. And remember, anyone can make an impression, but building Branding brings the goal to life. If the goal is to have happy recurring them is the key to success. CCR Scott Franko is the founder of Franko Design, a resource for graphic design, consulting, marketing, advertising, communication, creative concepts, digital and web-based platforms, strategy, project management, printing, photography, branded environments, master plans, promotional items, apparel, and fulfillment of any application.







Your greatest success Why and where to find leadership Great leaders leverage influence and relationships over title and position. That’s one of the tenets of leadership that can move you and your team forward. And if Colleen Biggs has her way, you will remember the lesson. Biggs, the director of Brand Leadership for The Little Gym and co-founder of Lead Up for Women, discussed the role leadership plays in our every day lives during a breakout session at the CCR Summit in Biloxi. In greeting the group, Biggs led everyone through the understanding that if “Learning is beneath you, leadership is beyond you,” stating that it is important to always look at your areas of opportunity, to serve others and to seek out learning opportunities to lead such as these. From there, she defined the different leadership styles we know today, including the Traditional Leadership and Servant Leadership triangles. She explained the differences of how the Traditional Leadership triangle is a leadership style of the past

and shouldn’t be sought after as an admired approach, while the Servant Leadership triangle is the present. The style is employed by leading brands like Southwest Airlines. “Not only does this leadership style focus solely on the customer, but it presents the opportunity for anyone and everyone, whether in a current leadership role or not, to activate on your intentions and create the will to want to serve others through a loving heart,” Biggs said. “That, in turn, inspires and influences those around you and earns you the right to become influential and admired leaders.” Biggs also welcomed Sabina Ramsey, CEO of Insight International, and co-founder of Lead Up for Women. Ramsey shared how she was fired from a traditional leadership company on her 30th birthday and used the experience to her advantage. Today, after starting her own business, Ramsey influences and inspires women through her efforts in building chapters within the National Association of Women Business Owners (NAWBO).

“ You can lead you to your greatest successes—there is no need to wait for someone else to give you permission to lead”

– Colleen Biggs

Colleen Biggs, Director of Brand Leadership, The Little Gym



Attendees also participated in a networking activity of “Rock, Paper, Scissors.” The challenge required attendees to play three rounds of the game with people in the room they didn’t know. The losing participants had to share something about themselves that nobody knew. The session wrapped up with tactical approaches on how you can lead from any place in your career. “Whether you own your own business, are looking to start a new career or are looking to grow as a leader, the final focus of the session was geared toward creating habits through intentional repetition that mold your character,” Biggs said. The goal of the session was designed to help attendees understand the influence each of them have on other people. Said Biggs, “You can lead you to your greatest successes—there is no need to wait for someone else to give you permission to lead.” CCR

The Top 10 Negotiated Clauses in a Construction Contract No damage for delay and liquidated damages clauses were Peter Strniste, a partner at the law firm of Robinson & Cole at the center of the discussion. Strategies for the negotiation of LLP who dedicates his practice to construction and surety law in these clauses from both the standpoint of the owner and conBoston, New York and Connecticut, and George Farrelly, project tractor were discussed. manager from Aaron’s Inc., presented on “The Top 10 NegotiatSince delays are routinely measured by ed Clauses in a Construction Contract.” There are delays on dates set for substantial completion and final Strniste and Farrelly also provided their completion, the contract provisions setting insight on negotiation strategies and most construction forth the requirements for substantial complethe nuances surrounding each of the 10 projects. It is important tion and final completion were also reviewed. clauses discussed. They focused on clausfor the parties’ contract Several participants in the seminar commentes in both prime and subcontracts. ed upon the all too often delay in obtaining One of the most important clauses to anticipate those inspections for certificates of occupancy. discussed was the indemnification providelays and allocate Since this requirement is almost always sion. Historically, a construction contract’s responsibility and tied to substantial completion the group indemnification provision was intended discussed strategies from both the owner’s and to track insurable risks. But Strniste and costs upfront. contractor’s perspectives for anticipating and Farrelly discussed how this provision has allocating risks associated with such delays at the beginning of the project. broadened over the years to include all sorts of risks, including even Finally, the presenters focused on the evolution of project the general contractor’s or subcontractor’s breach of contract. The warranty obligations and eroding warranty period. Strniste discussed presentation also reviewed and discussed how to identify the various owner strategies for overcoming a one- or two-year warranty provision types of indemnification provisions (e.g., broad form, intermediate in a construction contract, including the characterization of warranty form and narrow form). claims as independent breaches of contract. Such characterizations Strniste and Farrelly also spent a significant amount of time essentially extend a contractor’s warranty period to the applicable discussing provisions in the typical construction contract for transstatute of limitations for a breach of contract, which is often six years. ferring or allocating the risks associated with project delays. As we For more information on any of these issues, please know, there are delays on most construction projects. It is important email Strniste at or Farrelly at George. for the parties’ contract to anticipate those delays and allocate CCR responsibility and costs upfront.

George Farrelly, project manager, Aaron’s Inc.

Peter Strniste, partner, Robinson & Cole LLP







CDO Group

79 East Daily Drive, Suite 263 Camarillo, CA 93010 (805) 512-9825, ext 5 Bradley Newberger, President Audio/Music

333 West Harrison Street Chicago, IL 60304 (708) 383-0586 Anthony Amunategui, President Project Management

American & Interstate Signcrafters

Command Center

130 Commerce Road Boynton Beach, FL 33426 (484) 818-3877 Marilyn Brennan, Business Development Signage

Assa Abloy 110 Sargent Drive New Haven, CT 06511 (512) 585-5205 Jan McKenzie, National Accounts Security

Benjamin Moore 101 Paragon Drive Montvale, NJ 07645 (201) 949-6130 Michael Ecke, Strategic National Accounts Mgr Paint

CD Maintenance Company 525 Technology Park, Suite 125 Lake Mary, FL 32746 (321) 926-3103 Mellisa Fulcher, Capital Projects Facility Maintenance/Renovations


3609 S. Wadsworth Blvd, Suite 250 Lakewood, CO 80235 (866) 464-5844 Dwight Enget, Copr National Accounts Labor

Connect Source Consulting Group 3 Pheasant Run Forked River, NJ 08731-0000 (609) 661-9636 Gina Noda, President Consulting/Sourcing

Construction One 101 East Town Street, Suite 401 Columbus, OH 43215 (480) 528-1145 Don Skorupski, Business Development General Contractor

DWM Comprehensive Facility Solutions 2 Northway Lane Latham, NY 12110 (518) 782-7963, ext 237 Ryan Knapp, Construction & Renovation Director Facility Maintenance/Renovations


Egan Sign

Identicom Sign Solutions


Image One Industries

F&D Commercial Flooring

Insight Strategic Branding & Marketing

1100 Berkshire Blvd, #200 Wyomissing, PA 19610 (844) 460-6631 Bob Egan, CEO Signage

661 N Plano Road, Suite 323 Richardson, TX 75081 (214) 912-9205 Tom Kay, VP Sales & Mkt Energy Mgmt/HVAC

24657 Halsted Road Farmington Hills, MI, 48335 (248) 344-9590, ext 222 John DiNunzio, President Signage

677 Dunkferry Road Bensalem, PA 19020 (215) 826-0880 Allyse Mikula, Vice President Sales Project Management

See you in Fort Worth, TX March 20th, 2019

Federated Service Solutions Inc 30955 Northwestern Hwy Farmington Hills, MI 48334 (248) 539-9000 Jennifer Ferris, President Cabling/Data

2495 Main Street, Suite 557 Buffalo, NY 14214 (716) 599-1400 Sabina Ramsey, President Branding/PR

Thank You to Our CCRP Tampa, FL Sponsors:

2233 Lake Park Drive, Suite 400 Smyrna, GA 30080 (877) 659-2478 Theresa B. Lawrence, Sales Manager Flooring

Lakeview Construction

10505 Corporate Drive Pleasant Prairie, WI 53158 (262) 857-3336 John Stallman, Marketing Manager General Contractor

Thank You to Our CCRP Tampa, FL Sponsors:

Georgia Printco

90 South Oak Street Lakeland, GA 31635 (866) 572-0146 Drew Barry, Business Development POP/Fixtures

Lead Up For Women Colleen Biggs, Partner PO 3908 Suwanee, GA 30024 (602) 730.5121 See you in Fort Worth, TX March 20th, 2019

Harmon Construction

Marco Contractors, Inc.

621 S. State Street North Vernon, IN 47265 (812) 346-2048 Ardell Mitchell, Vice President General Contractor

100 Commonwealth Drive Warrendale, PA, 15095 (724) 272-8797 Samra Savioz, National Director of Development General Contractor






THANK YOU TO ALL OF OUR SPONSORS Mitsubishi Electric/ Jet Towel

Protos Security

National Pavement

Regency Lighting

19 Commerce Lane, Suite 3 Canton, NY 13617 (315) 287-4400 Bob Vacsulka, VP National Accounts Pavements

9261 Jordan Ave Chatsworth, CA 91311 (800) 284-2024 Mark Heerema, Senior Dir of National Accounts Lighting

Philadelphia Sign

Retail Maintenance Specialists

1340 Satellite Blvd Suwanee, GA 30024 (480) 622-9153 Scott Kerman, Business Mgr - Jet Towel Restroom Jet Towel

707 West Spring Garden Street Palmyra, NJ 08065 (856) 829-1460 Chris Peed, Sales Signage

Phoenix Drone Pros

10869 N. Scottsdale Road, Suite 103-512 Scottsdale, AZ 85254 (480) 330-1778 Robert Biggs, President Drone Mapping


2435 N. Central Pkwy, Suite 640 Richardson, TX 75080 (214) 217-4100, ext 129 Jennifer Grieser, Senior Solutions Mgr Construction Software

Porcelanosa USA

600 Route 17 North Ramsey, NJ 07446 (301) 503-1348 David Carmona, Sales Director Arch Building Products


90 Town Center Street, Suite 202 Daleville, VA 24083 (540) 798-7958 Kris Vece, Director of Client Relations Security

1995 Swarthmore Ave, Suite 2 Lakewood, NJ 08701 (609) 891-9954 Kelli Buhay, Director of Business Development Facility Maintenance/Renovations

Rockerz Inc

100 Commonwealth Drive Warrendale, PA 15086 (724) 612-6520 Robert Smith, Director of Business Development Polished Concrete Services

Rogers Services

2050 Marconi Drive, Suite 100 Alpharetta, GA 30005 (470) 235-4678 Jason Hayes, Vice President Electric Services/Fac Maint

S. Moraitis & Associates

333 West Harrison Street Chicago, IL 60304 (312) 733-9803 Sophia Moraitis, Business Development Construction Legal Services



Taylor Bros. Construction

8750 Walker Road Colorado Spirngs, CO 80908 (719) 495-0518 Shelly Higgins, Architectural & National Accounts Director Metal Roof Attachments/Brackets/ Snow Retention/ Solar PV Kits

The Beam Team

SignResource 6135 District Blvd Maywood, CA 90270 (832) 570-5572 Steve Morris, SVP – Sales & Marketing Signage

SOS Retail Sevices 201 Rosa Helm Way Franklin, TN 37067 (615) 550-4343 Eli Lessing, Director of Business Development Project Management

State Permits Inc 319 Elains Court Dodgeville, WI 53533 (406) 222-3333 Vaun Podlogar, President Permitting

4555 Middle Road Columbus, IN 47203 (812) 379-9547 Jeff Chandler, Vice President General Contractor/Millwork

1350 Bluegrass Lakes Pkwy Alpharetta, GA 30004 (630) 816-0631 Tim Hill, Exec VP Business Development Installation/Logistics

The Blue Book Network

P.O. Box 500 Jefferson, NY 10535 (800) 431-2584 Kelly Carpentieri, Events Manager Project Management & Resources

UHC Construction Services

154 East Aurora Road, #155 Northfield, OH 44067 (216) 544-7588 Leslie Burton, Director of Business Development General Contractor

Window Film Depot

4939 Lower Roswell Road, Suite 100 Marietta, GA 30068 (866) 933-3456 Ian Bannister, Director of Business Development Window Film

Storefloors 6480 Roswell Road Atlanta, GA 30328 (404) 610-4008 Julia Versteegh, VP Marketing & Business Development Floor and Wall Coverings

Wolverine Building Group 4045 Barden SE Grand Rapids, MI 49512 (616) 949-3360 Mike Houseman, President NA General Contractor







Aaron’s Inc Aaron’s Inc Aaron’s Inc Action Properties Group Ambiance Radio Ambiance Radio American & Interstate Signcrafters American & Interstate Signcrafters Assa Abloy AutoZone AutoZone AutoZone Barteca Benjamin Moore Benjamin Moore Bluegrass Hospitality Group Broad Street Realty Bubbakoo’s Burritos Burlington Cane River Pecan Company Carvel CD Maintenance Company CD Maintenance Company CDO Group Celestial Meetings Centric Brands Choctaw Shopping Center Enterprise Clarks Americas, Inc Coinstar Cole Haan Command Center Command Center Concentra Connect Source Consulting Group Construction One Continental NightClub Cooper’s Hawk Winery’s & Restaurant Cumberland Farms Dean & Deluca Dental Care Alliance DWM Comprehensive Facility Solutions DWM Comprehensive Facility Solutions Egan Sign Egan Sign El Toro Restaurants ENTOUCH ENTOUCH Eric McElvenny F&D Commercial Flooring F&D Commercial Flooring Federated Service Solutions Inc Federated Service Solutions Inc FEED Restaurant Inc Firehouse Subs Flynn Restaurant Group Focus Brands/Cinnabon Franko Design GameStop Georgia Printco Grand Hinckley Casino Greater OKC Chamber Harmon Construction Harmon Construction Hilliker Corp Hilton Worldwide Hilton Worldwide HMS Host Houchens Industries, Inc Identicom Sign Solutions Identicom Sign Solutions Image One Industries Image One Industries IMCMV Holdings (Margaritaville & Landshark Restaurants) Insight Strategic Branding & Marketing Inspire Brands Inter Car Wash Group Interserv Hospitality Jay’s Ace Hardware Jim ‘N Nicks’ BAR-B-Q JLL/CFA & Arby’s John Varvatos Enterprises Just Salad L2M Architects/RCA


Project Manager-Construction/Signage Director of Construction Manager Store Planning Vice President President EVP of Ops Business Development Senior Vice President National Accounts Maintenance Ops Manager Senior Maintenance Manager Maintenance Manager Architect Strategic National Accounts Manager Strategic National Accounts Manager CBO Property Manager Vice President Ops Director of Construction CNO Director -Design & Construction Senior Sales Manager Capital Projects President President Director of Construction General Manager Manager Retail Construction & Store Maintenance Facilities Real Estate Corp National Accounts Vice President National Accounts Project Manager President Business Development CEO Vice President Design, Construction & Facilities Vice President RE/D/C Procurement Agent Vice President Real Estate Construction & Renovation Director National Sales Manager President Strategic Sourcing Manager Vice President Ops Vice President Sales & Marketing Director Nat Accounts President National Account Manager. Area Sales Manager Vice President President Owner Construction Services Manager Construction Manager Director of Design & Construction President Facilities Business Development Vice President of F&B Manager Retail Dev & Recruitment Vice President Project Manager Real Estate Senior Director Arch, Design & Construction Director of Architecture & Construction Director, Procurement Director of Property & Store Dev. President Business Development Business Development Vice President Sales Director of Construction President Construction Manager Sn Director of Design & Construction Vice President Ops Purchasing Director Director of Construction Senior Vice President Facilities Manager Senior Construction & Facilities Manager Vice President

La Colombe Coffee Roasters Lakeview Construction Lakeview Construction Lead Up For Women Lovepop Manna, Inc Marco Contractors Maverik Mitsubishi Electric/Jet Towel Money Mart National Pavement Orscheln Orscheln Orscheln Farm & Home Orscheln Properties Owen & Company Real Esate Pet Supplies Plus Philadelphia Sign Philadelphia Sign Phoenix Drone Pros PLS Financial Services Pojectmates Pojectmates Porcelanosa USA Porcelanosa USA Primanti Bros. Primex Properties Protos Security Publix Publix Publix QuikTrip QuikTrip RaceTrac RaceTrac Regency Lighting Regency Lighting Rent-A-Center Retail Construction Services/RCA Retail Maintenance Specialists Retail Solutions RM Development Group Robinson & Cole LLP Rockerz Inc Rockerz Inc Rogers Services RPM Pizza LLC S. Moraitis & Associates S-5 S-5 Sharky’s Woodfired Grill SignResource Smashburger SOS Retail Sevices Southern Company SPFS Inc- Philly Pretzel Factory Starbucks State Permits Inc Storefloors Subway Development of Eastern PA Subway of Eastern PA Target Taylor Bros. Construction Taylor Bros. Construction TD Bank TD Bank The Beam Team The Blue Book Network The Construction Comedian The Learning Experience The Little Gym Inter. THG Properties/Pit Stop UHC Construction Services UHC Construction Services Univ of Texas Health Science Center at Houston Univ of Texas Health Science Center at Houston UT Health Science Center Verdad Real Estate Verizon Wireless Wawa Wawa Inc Which Wich Window Film Depot Wolverine Building Group


Director of Real Estate President Marketing Manager Partner Manager of Store Design & Experience Director of Property & Store Development Mkt Director of Architecture Business Manager - Jet Towel Facilities Vice President National Accounts Store Facilities Manager Construction Manager Maintenance Facilitator Construction Project Manager Real Estate/Owner PM Construction Sales Sales President Procurement Agent Senior Solutions Manager Vice President Sales Director Inter. Division Director of Construction Preconstruction Manager Director of Client Relations Senior Construction Manager Maintenance Program Manager Shopping Center Maintenance Manager Corporate Construction Supervisor Corporate Construction Supervisor Senior Construction PM Director of Construction- Western Region Senior Director of National Accounts Director of National Accounts Senior Manager, Facilities Management President Director of Business Development Commercial Advisor Development Manager Attorney Vice President Operations Director of Business Development Vice President Director of Construction Business Development Architectural & National Accounts Director Arch Rep/Business Development Development Vice President Business Development Facilities & Equipment Manager Director of Business Development Project Manager/Commercial Development Vice President Real Estate & Construction PM Construction President Vice President Marketing & Business Development Development Manager COO Senior Construction PM Vice President Subcontract Administrator Vice President Facilities Lead Vice President Asset Reinvestment Exec Vice President Business Development Marketing Manager President Director of Construction Director, Brand Leadership Vice President Business Development Manager. CEO Senior Facilities Construction PM Senior Facilities Construction PM Senior PM Real Estate Senior Manager Design & Construction CPM Construction Project Manager Director of Construction Director of Business Development President NA



• * Afternoon check-in. • 5:30-7:30 PM: Welcome Reception • 7:30-9:30 PM: Table Top Exhibit, Dinner and Scavenger Hunt

Wednesday, Jan 22nd, 2020: Thursday, Jan 23rd, 2020: • 7:45 - 8:45 AM: Breakfast buffet with Round Tables discussions & Speaker. • 9:00 - 10:15 AM: AIA Seminars. • 10:15 - 10:45 AM: Coffee Break. • 10:45 - Noon: AIA Seminars. • 12:15 - 1:45 PM: Plated Lunch with Speaker. • 2:00 - 5:30 PM: One-On-One Appts. • 7:00 - 10:00 PM: Gala Reception

• 8:00- 9:00 AM: End User Breakfast Only. • 9:00- 11:00 AM: Group Activity • Early Afternoon Flight Home


Sponsored by:

Contact David Corson 678.765.6550 or e-mail End-Users (retailers, hoteliers, restaurateurs, etc.) will receive complimentary hotel, airfare, transportation

PROJECT PROFILE AWARDS Project Name: HopCat St. Louis Location: University City, Missouri Designer: Cuhachi & Peterson Contractor: Knoebel Construction Knoebel Construction completed the complex renovation of an historic building in the iconic Delmar Loop in St. Louis into the beautiful HopCat St. Louis craft beer bar. Knoebel preserved as much of the original structure as possible, including wood beams and exposed brick. The entire roof structure was rebuilt and all utilities were upgraded, which required trenching open the adjacent street and sidewalk on busy Delmar Boulevard. Windows on the second floor had to be removed to install the commercial kitchen equipment. The HopCat St. Louis features seating for 245 guests, a draft bar, an outdoor beer garden that seats 100 guests and event space.

Project Name: Bibibop Asian Grill Location: Pinecrest and Orange Village, Ohio Designer: Finn Daniels Architects Contractor: Fortney & Weygandt Inc The Bibibop Asian Grill is an exciting addition to the new lifestyle center in the Cleveland suburb of Pinecrest. Gleaming white with vibrant orange accents, the restaurant welcomes diners and visitors alike. A growing brand, Bibibop creates meals inspired by the Korean dish bibimbap (mixed rice). Guests assemble their meal as they move down the line with a variety of toppings. A separate counter area was constructed in the dining room for guests to purchase bubble tea and other specialty drinks.

Project Name: IKEA Oak Creek Location: Oak Creek, Wisconsin Designer: WD Partners Contractor: Pepper Construction WD Partners’ mission was set: take an existing IKEA prototype and reduce overall cost for the buildout of its Oak Creek, Wisconsin store. Conducting a peer review of the brand’s current design, WD found several opportunities for savings within the building structure, architecture, overall space layout and construction timeline. Its use of BIM technology identified more opportunities for efficient design strategies. By the time the store opened, WD reduced IKEA’s prototype buildout costs by 8 percent (it originally sought 4 percent). In addition, WD helped streamline overall communication efforts.



Architectural Architectural Design Architectural Design Guild Guild Architectural Design Guild Design Guild

Retail | Industrial | Hospitality Retail | Industrial | Hospitality Restaurant | Commercial Restaurant | Commercial Retail | Industrial | Hospitality Residential | Interior Design Residential | Interior Design Restaurant | Commercial Retail | Industrial | Hospitality Residential | Interior Design Restaurant | Commercial Residential | Interior Design

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Alice + Olivia Alice + Olivia

We are proud to have worked with a We are proud to have worked with a dedicated team to create the tru by dedicated team to create the with tru by We areinproud to Forge. have worked a Hilton Pigeon Hilton in Pigeon Forge. dedicated team to create the tru by We are proud to have worked with a dedicated team Forge. to create the tru by Hilton in Pigeon Hilton in Pigeon Forge. to the whole team on a to the whole team on a job well done! job well done! to the whole team on a

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tru by Hilton tru by Hilton tru by Hilton tru by Hilton

Office Depot Office Depot

Floor & Decor Floor & Decor

Office Depot Floor &Follow Decorus on social media! Alice work + Olivia Let’s together: Follow us on social media! Let’s work together: Office Depot Floor & Alice 644-1234 + Olivia | | | 2710 Sutton blvd, Maplewood, MODecor (314) 63143 (314) | | | 2710 Sutton blvd, Maplewood, MO 63143 Follow us on social media! Let’s 644-1234 work together: Follow us on social media! Let’s 644-1234 work together: (314) | | | 2710 Sutton blvd, Maplewood, MO 63143 (314) 644-1234 | | | 2710 Sutton blvd, Maplewood, MO 63143 CIRCLE NO. 18

PROJECT PROFILE AWARDS Project Name: Denver Premium Outlets Location: Thornton, Colorado Designer: NELSON Contractor: Whiting-Turner NELSON’s Denver Premium Outlets is a LEED-certified shopping center featuring some 375,000-square feet of prime retail space overlooking stunning mountain views. The property features a harmonic blend of art and sustainable implementations, including a solar paneled roof, outdoor spaces with covered nooks, open-air playground and an extensively curated, commissioned art program.

Project Name: CMX Cinebistro Location: New York, New York Designer: Rael Architectures Contractor: S chimenti Construction Company CMX Cinebistro prides itself on the unique experience it provides its customers. The Schimenti Construction project team overcame complex building challenges to complete the 70,000-square-foot building renovation on time. The six-floor project took one year to complete.

Project Name: Courtyard by Marriott Minneapolis West Location: St. Louis Park, Minnesota Designer: D LR Group and Alliant Engineering Developer: Shingobee The Courtyard by Marriott Minneapolis West by DLR, in proximity to General Mills headquarters, Epicor and Syngenta, is tailored for modern business travelers. The six-story hotel offers modern guestrooms, an innovative lobby space, meeting rooms and Bistro cafe in the lobby. Connected by an indoor breezeway to the existing Marriott Minneapolis West, this dual-branded concept enables guests to experience the best amenities of each brand.




PROJECT PROFILE AWARDS Project Name: C.H. Robinson Chicago Headquarters Location: Chicago, Illinois Designer: Vocon Contractor: Skender Construction Vocon’s interior design choice combined C.H. Robinson Chicago headquarters’ need for a productive open office format, while paying homage to its roots as a shipping logistics company with unique design touches and nods to clients. This modern and personalized design, combined with a modern building built along the Chicago River, is a contemporary project that fits C.H. Robinson’s needs.

Project Name: Reality Capture at the Renaissance Center Location: Detroit, Michigan Designer: HED (Harley/Ellis/Devereaux) Contractor: Roncelli The Reality Capture at the Renaissance Center makes the best use of the latest in reality capture, laser scanning and BIM technology to save time and costs, get the most precise measurements, and introduce a new way of documenting and sharing data. The Renaissance Center, also known as the GM Renaissance Center, is a group of seven interconnected skyscrapers in Detroit. The tallest point in Michigan, the Detroit Marriott at the Renaissance Center will now feature two stunning restaurants and event center spanning the top three floors—offering panoramic city views.

Project Name: Mi Vida Restaurante Location: Washington, D.C. Designer: //3877 Contractor: Potomac Construction Just steps away from Washington, D.C.’s waterfront, Mi Vida Restaurante is a fresh perspective on modern, south-of-the-border dining intertwining traditional hacienda design principles with custom, architectural details and eye-catching hues. Mi Vida is a collaboration between architecture and design firm //3877 and hospitality management firm KNEAD Hospitality + Design. The WHARF—as it is known—recalls the vibrant heritage of Mexican culture while celebrating the surrounding views of the Washington Channel.



From Midtown to Manhattan Beach. We’re expanding to the West Coast Bringing decades of experience building high profile retail and office environments for the world’s largest brands. We’re ready to build for you. Tom Fenton, Business Development Manager (914) 244-9100 x 322 /





PROJECT PROFILE AWARDS Project Name: The Rise Koreatown Location: Los Angeles, California Designer: Nadel Architecture Firm Contractor: West Side Contractors The seven-story project named “Rise Koreatown” sits in the heart of Los Angeles’ Koreatown, one of the hottest submarkets in the country for residential and commercial development. The project includes 364 units averaging 649 square feet. It also features 52,000 square feet of retail, anchored by Zion Market, a 23,000-square-foot Korean grocery chain.

Project Name: First Care Clinic Location: Richmond, Indiana Designer: IKM Contractor: Anderson & Rogers Fastest new construction from demolition of two existing structures on site to tenant turnover in three months. New building was completed in eight weeks with site work and underground detention system.

Project Name: W estin Tampa Waterfront Location: Tampa Bay, Florida Designer: HOK Architects Contractor: S tuart Dean Co., Florida Division When the Westin Tampa Waterside Hotel experienced interior damage due to water penetration through its brick façade, the hotel’s ownership, HEI Hotels and Resorts, wanted to do more than improve the building’s weatherproofing. Located on the Gulf of Mexico, the property is subjected to the harsh impact of ultra violet rays, rain, wind, high humidity, saltwater corrosion and soaring temperatures. HEI Hotels wanted to give the hotel a fresh facelift that would last for decades. HOK Architects’ exterior renovation completely restored the building façade with a high-performance, field-applied coating system.




itality I Multi-Fam sp o H I t n ra u a st e Retail I R

g I Value Engineerin t n e m ge a n a M m gra uild I Rollout Pro -B gn si e D I g n cti General Contra

C O N G R AT U L AT I O N S TO ALL THE WINNERS 31269 Bradley Road, North Olmsted, OH 44070 I P: 440.716.4000 I F: 440.716.4010 CIRCLE NO. 21

PROJECT PROFILE AWARDS Project Name: Sun Stop Market Location: Trenton, Florida Designer: MRP Design Group Contractor: O liver Sperry Renovation & Construction MRP Design Group’s 12,000-square-foot Walmart Express conversion is a unique fuel service/grocery/convenience store hybrid. Sun Stop’s new, dynamic exterior and interior incorporates the amenities of a standard retail fueling location with the convenience of a limited service grocery, including fresh produce and made-to-order deli selections. Initial Sun Stop locations include Trenton and Cross City, Florida, and Headland, Alabama.

Project Name: Tru by Hilton Location: Pigeon Forge, Tennessee Designer: A rchitectural Design Guild Contractor: D&S Builders One of the first 20 Tru by Hilton locations to open, this five-story, 50,187foot hotel is the pride of Pigeon Forge, Tennessee. Due to the resort nature of the location, the owner negotiated some non-prototypical items with Hilton, including a larger lobby area, more double-bed and queen rooms, and bunk-bed rooms. There’s also a rooftop patio—the Sky Deck—that overlooks the Smoky Mountains and the Island of Pigeon Forge.

Project Name: Pie Five San Francisco Airport Location: Terminal 3, Boarding Area F, San Francisco International Airport Designer: Scott Gibson Architect Inc. Contractor: Western Construction Inc. When Pie Five was awarded a contract to build this traditionally in-line restaurant into the smaller footprint, it knew there would be some stringent regulations. The collaboration of Hub City Productions, Western Construction and the airport board helped get the project completed. Project highlights include LVT panels on the front counter and reach in coolers for durability, wood grain panels to help warm the usual sterile airport concessions areas and a frameless glass sneeze guard incorporated into the reach-in cooler for a seamless look.




PROJECT PROFILE AWARDS Project Name: Bonefish Grill LED and Ceiling Replacement Initiative Location: USA Coast to Coast Designer: Bloomin’ Brands In House Underlayment Supplier: UHC Construction Services Bloomin’ Brands In House’s “Bonefish Grill LED and Ceiling Replacement Initiative” took place in 98 locations across the country. Executed by UHC Construction Services, the initiative included the installation of all new LED lights and fixtures, and new ceiling tiles and painting of the ceiling grid. Included in the installation was more than 14,975 light/ fixtures and 365,944 square feet of ceiling tile. The project took 12 crews working at the same time, coordination of depot locations and deliveries, and inventory tracking at each location.

Project Name: Walmart Grocery Pick-up Extension Location: Salem, New Hampshire Designer: SGA Design Group Contractor: W.A. Randolph SGA Design Group’s Walmart Grocery Pickup Extension project is innovative through its use of automated technology developed for the brand. Implementing this type of program—a full-store remodel and 20-square-foot expansion—meant using the specialized building systems and coordination with the Walmart team.

Project Name: Equus Capital Partners Headquarters Location: Newtown Square, Pennsylvania Designer: D2CA Architects Contractor: IMC Construction The Ellis Preserve is the site of IMC’s Equus Capital Partners’ 36,000-squarefoot headquarters. The building, which sports a LEED Gold certification, features reclaimed wood, nearly all of it obtained from another project’s demolition. The salvaged materials include repurposed wood subflooring milled into roof decking and wood flooring planks, timber treads for stairways, wood beams for the conference and lunchroom tables and sliding-track barn doors. Additional sustainable features include daylighting controls with automatic shades, occupancy lighting sensors and high-performing building systems.



CONGRATS From Bob Smith & Dan Montoney at


PROJECT PROFILE AWARDS Project Name: Jo-Ann Stores Location: Columbus, Ohio Designer: GDP Group Contractor: Construction One The Jo-Ann Stores project was a collaborative effort between the owner and Construction One. The new prototype is designed to take the Jo-Ann Stores brand into the future, thanks to a series of innovative design ideas. Those ideas include a studio to host events and craft classes, touchscreen kiosks that pull up craft projects from Pinterest, and a custom sewing service. During the renovation, the store was never closed, which helped make things run smoother across all fronts.

Project Name: Contagion Athletics Location: Amarillo, Texas Designer: TBO Architects Contractor: CKP Construction CKP Construction helped Contagion Athletics roll out a new prototype for the athletic facility—one it hopes will lead to franchising and chain development. The design mixes various construction materials, including wood, metal, glass and masonry, to give it a unique aesthetic look. The facility is built for athletes who are seeking to play beyond the high school level.

Project Name: First Watch Daytime Cafe Location: Orange Village, Ohio Designer: Architectural Group International Contractor: Fortney & Weygandt Inc. First Watch is a recognizable addition to the new lifestyle community of Pinecrest, located in the suburbs of Cleveland. This inline prototype features new design elements that create a welcoming atmosphere for its guests. With bright windows along the front, it is a great place to sit with a cup of coffee and enjoy the community’s scenary.



Would like to congratulate JOANN as being one of the Commercial Construction & Renovation Project Profile Award Winners


WWW.CONSTRUCTIONONE.COM Licensed Contractor in all 50 States 101 East Town Street - Suite 401 - Columbus, OH 43215 • 614.235.0057

PROJECT PROFILE AWARDS Project Name: Orscheln Farm and Home Location: Waco, Texas Designer: Orscheln Property Management LLC Contractor: Spillers Electric, Rockerz Inc, Egan Sign, Lone Star Painting The former Gander Mountain building chock full of the retailer’s fixtures and signage were still in place when designer Joe Snodgrass and contractor Ron Volske started. Volske brought in all of the sub-contractors for the project and finished the project in 12 weeks (from possession to soft open). In addition, the project came $150,000 under budget and on time.

Project Name: Bluecoast Seafood Grill Location: Rehoboth Beach, Delaware Designer: Fisher Architecture Contractor: Broadpoint Construction Working on an aggressive timeline, Fisher Architecture and Broadpoint Construction helped mold a pad site on the highway into a customized destination. From design to completion, the project took the entire crew nine months to complete, just in time for the busy beach summer season. From the outside, the building has a humble beach cottage look. Once inside, the elements of the design provide a “wow” factor—today’s modern fish house: hip and sophisticated.

Project Name: Edison Village Location: W est Orange, New Jersey Designer: M inno & Wasko Architects & Planers Contractor: Prism Construction Management Edison Village, New Jersey’s largest, non-waterfront adaptive-reuse redevelopment project, encompasses 21 acres of the West Orange Downtown Redevelopment Area. Phase I, by Prism Capital Partners and Minno & Wasko Architects and Planners, helped transform a crumbling 400,000-squarefoot building and surrounding grounds into a residential and retail mix called Residences at Edison Lofts. The Mews at Edison Lofts features a collection of 34 one- and two-bedroom homes. Also featured is an 18,400-square-foot retail component, The Shoppes at Edison Village.




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PROJECT PROFILE AWARDS Project Name: Goose Island Brewhouse Location: Philadelphia, Pennsylvania Designer: Eimer Designs Contractor: BergmanKPRS Construction BergmanKPRS Construction’s remodel of an old dry-ice building and new construction of adjacent structures set the tone for a Goose Island Brewhouse in Philadelphia. The 12,000-square-foot project features an outdoor event space, and included the installation of a 20-barrel brewing system and a grain delivery system.

Project Name: Addison & Clark Location: Chicago, Illinois Designer: Solomon Cordwell Buenz Contractor: Power Construction The result of a forward-thinking vision from developers M&R Development and Bucksbaum Retail Properties, the Addison & Clark development sits directly across from Wrigley Field in Chicago. The development combines luxury rentals (which have received LEED Silver certification) with new entertainment and retail offerings, creating a unique work-play experience. The development team also partnered with the Chicago Park District and Chicago Cubs to redevelop a neighborhood park into a nature-inspired community green space.

Project Name: ONE Heart Medical Centre Location: Ontario, Canada Designer: C&Partners Architects ONE Heart Medical Centre hosts a number of cardiologyconcentrated services under one roof. C&Partners expressed the virtue of ONE by integrated architecture with identity. Careful planning and architectural design was used to promote a hospitable atmosphere with easy navigation. Porcelanosa’s white porcelain tiles are accompanied by tiles of a darker tone in order to simulate doorways. KRION® Lux 1100 was used to create the accent piece at the reception desk, and the same material was also used to create the 3W B210 in-countertop sinks.



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Report breaks down the industry’s leading engineering firms


ome of the industry’s leading engineering firms can be found right here in our exclusive annual listing. Chock full of all of the information you need to find the right firm in the retail, restaurant, hospitality and other commercial sectors, the report provides the contact information and contact person at each company. If your firm didn’t make the list, contact publisher David Corson at For a digital version, visit us online at

Stantec Consulting......................................... $6,968,639.00 NOVA Engineering & Environmental, LLC........ $6,488,229.00 TLC Engineering Solutions, Inc....................... $2,490,642.00 GPD Group..................................................... $1,500,000.00 Ware Malcomb................................................. $1,358,115.00 Henderson Engineers..................................... $1,200,000.00 RLG Consulting Engineers.............................. $844,573.00 Wallace Engineering....................................... $800,000.00 CEI Engineering Associates, Inc...................... $500,000.00 CESO Inc........................................................ $500,000.00



Ware Malcomb................................................. $1,813,724.00 Dunham Associates........................................ $1,750,000.00


Stantec Consulting............................................ $57,063,501.00 Henderson Engineers........................................ $9,320,000.00 GPD Group........................................................ $1,000,000.00 Dunham Associates.......................................... $750,000.00 P2S Inc.............................................................. $504,791.00 CESO Inc........................................................... $450,000.00 NOVA Engineering & Environmental, LLC.......... $264,774.00 RLG Consulting Engineers................................ $150,646.00 Ware Malcomb................................................. $136,516.00 Aedifica Case Engineering................................ $10,000.00

Core States Group .......................................... $20,200,186.00 WD Partners................................................... $14,900,000.00 Interplan LLC.................................................. $10,193,715.00 GPD Group...................................................... $9,000,000.00 Henderson Engineers...................................... $5,000,000.00 CESO Inc......................................................... $3,800,000.00 Aedifica Case Engineering.............................. $2,110,000.00 Stantec Consulting.......................................... $1,843,556.00

TLC Engineering Solutions, Inc..................... $26,297,493.00 Stantec Consulting....................................... $22,252,399.00 Henderson Engineers................................... $12,800,000.00 WD Partners................................................ $9,000,000.00 Dunham Associates..................................... $7,500,000.00 GPD Group................................................... $5,000,000.00 P2S Inc........................................................ $4,500,000.00 Ware Malcomb................................................. $2,517,630.00 NOVA Engineering & Environmental, LLC...... $1,784,482.00 CESO Inc...................................................... $1,400,000.00



Stantec Consulting............................................ $7,118,693.00 TLC Engineering Solutions, Inc......................... $3,746,678.00 3 MG, PSC......................................................... $2,500,000.00 Henderson Engineers........................................ $1,800,000.00 GPD Group........................................................ $1,000,000.00 NOVA Engineering & Environmental, LLC.......... $862,242.00 CESO Inc........................................................... $600,000.00 Wallace Engineering......................................... $600,000.00 Ware Malcomb................................................. $300,371.00 Core States Group ............................................ $257,213.00


Henderson Engineers................................... $65,300,000.00 WD Partners................................................ $24,500,000.00 Stantec Consulting....................................... $20,923,118.00 Core States Group ....................................... $17,246,361.00 GPD Group................................................... $15,100,000.00 CESO Inc...................................................... $10,500,000.00 Interplan LLC............................................... $10,249,384.00 CASCO + R|5............................................... $10,100,000.00 Ware Malcomb................................................. $8,670,472.00 Wallace Engineering.................................... $7,800,000.00



Top Ten Totals

Stantec Consulting............................................ $545,247,363.00 Henderson Engineers........................................ $132,323,000.00 GPD Group........................................................ $114,200,000.00 Ware Malcomb................................................. $103,819,760.00 Fishbeck, Thompson, Carr & Huber, Inc............ $65,600,000.00 WD Partners...................................................... $54,000,000.00 Core States Group ............................................ $51,187,833.00 NOVA Engineering & Environmental, LLC.......... $46,845,693.00 TLC Engineering Solutions, Inc......................... $46,152,505.00 P2S Inc.............................................................. $41,713,174.00

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ENGINEERING 3MG Classic Engineering

Manuel Ray, Principal P.O. Box 9023172 San Juan, PR 00902-3772 (787) 979-9982 • Year Established: N/A Number of Employees: 12 Retail: $450,000.00 Hospitality: $2,500,000.00 Restaurant: N/A Federal: N/A Healthcare: N/A Multi-Family: N/A Other: N/A Total: $2,950,000.00 Number of Completed Commercial Projects by 12/31/18: 3 Specialize In: Hotels Leading Clients: Ritz Carlton Hotels, InterContinental Hotels, Black Diamond

Aedifica Case Engineering

Darrell Case, President 796 Merus Ct. St. Louis, MO 63026 (636) 349-1600 • Fax: (636) 349-1730 • Year Established: 1995 Number of Employees: 70 Retail: $4,010,000.00 Hospitality: $75,000.00 Restaurant: $2,110,000.00 Federal: $10,000.00 Healthcare: $250,000.00 Multi-Family: $55,000.00 Other: $3,145,000.00 Total: $9,655,000.00 Number of Completed Commercial Projects by 12/31/18: 1,125 Specialize In: Specialty Stores, Grocery, Drug Stores, Restaurants, Casinos Leading Clients: AT&T, Wingstop, Starbucks, Five Guys Burger and Fries, Torrid, Penn Gaming, CVS, Blaze Pizza, Habit Burger, Barry’s Bootcamp, ATI, Aldi’s

Mike Kavanagh, Mechanical Consultant 100 Grandville Ave. S.W., Suite 400 Grand Rapids, MI 49503 (616) 742-2810 • Fax: (616) 742-2814 Specialize In: Shopping Centers, Hotels, Restaurants, Offices Leading Clients: Concord Hospitality, White Lodging, Culvers

Core States Group

Natalie Rodriguez, Marketing Manager 3039 Premiere Pkwy., Suite 700 Duluth, GA 30097 (813) 319-8755 • Year Established: 1999 Number of Employees: 262 Retail: $17,246,361.00 Hospitality: $257,213.00 Restaurants: $20,200,186.00 Healthcare: N/A Multi-Housing: N/A Federal: N/A Other: $13,484,073.00 Total: $51,187,833.00 Number of Completed Commercial Projects by 12/31/18: 1,866 Specialize In: Big-Box/ Department, Grocery, Drug Stores, Specialty Stores, Hotels, Restaurants Leading Clients: Primark, Fossil, CVS, TD Bank, JP Morgan Chase, Saks Fifth Avenue-Off Fifth, Wegmans, Verizon, Fogo de Chao, Applebee’s, Darden, McDonald’s, Panera Bread, Hardee’s, Newk’s Eatery, Pressed Juicery, Pilot Flying J, 7-Eleven, Buc-ee’s, and others

Don Penn Consulting Engineer CASCO + R|5 Michelle Judkins, Vice President

Abigail Hughes, Marketing Coordinator 12 Sunnen Dr., Suite 100 Maplewood, MO 63143 (314) 821-1100 • Year Established: 1959 Number of Employees: 115 Retail: $10,100,000.00 Hospitality: $120,000.00 Restaurant: $200,000.00 Federal: N/A Healthcare: $775,000.00 MultiFamily: N/A Other: $3,700,000.00 Total: $14,895,000.00 Number of Completed Commercial Projects by 12/31/18: 1,003 Specialize In: Big Box/Department, Grocery, Healthcare, Education, Specialty Stores, Shopping Centers, Hotels, Restaurants, Industrial, State & Local Gov. Leading Clients: Bed, Bath & Beyond, O’Reilly Auto Parts, Rooms to Go, Primrose Schools, Ross Stores, Dollar Tree

1301 Solana Blvd., Bldg. 1, Ste. 1420 Westlake, TX 76262 (817) 328-5917 Year Established: 1991 Number of Employees: 40 Retail: $3,100,000.00 Hospitality: N/A Restaurants: N/A Federal: N/A Healthcare: N/A Multi-Family: N/A Other: $3,200,000.00 Total: $6,300,000.00 Number of Completed Commercial Projects by 12/31/18: 1200+ Specialize In: Drug Stores, Healthcare, Education, Specialty Stores, Shopping Centers Leading Clients: Planet Fitness, CVS, T-Mobile, Columbia Sportswear, Aldo, Western Dental, AT&T, Verizon, Carolina Herrera, Disney, Swarovski, Jenny Craig, Macerich Prop.

CEI Engineering Associates, Inc. Dunham Associates

Debbie Jones, Dir. Business Dev. & Marketing 3108 SW Regency Pkwy., Suite 2 Bentonville, AR 72712 (479) 254-1427 • Fax: (479) 673-0844 • Year Established: 1973 Number of Employees: 106 Retail: $6,074,000.00 Hospitality: $126,000.00 Restaurant: $850,000.00 Federal: N/A Healthcare: N/A Multi-Family: $500,000.00 Other: $6,500,000.00 Total: $14,050,000.00 Number of Completed Commercial Projects by 12/31/18: 350 Specialize In: Big-Box/Department, Shopping Centers, Restaurants, Large Mixed Use Leading Clients: Circle K, Love’s, Bridgestone, Yum Brands, Chipotle, At Home, Walmart, Home Depot


Steven R Olson, President 175 Montrose W Ave., #400 Akron, OH 44321 (330) 396-5676 • Year Established: 1987 Number of Employees: 140 Retail: $10,500,000.00 Hospitality: $600,000.00 Restaurant: $3,800,000.00 Federal: $450,000.00 Healthcare: $1,400,000.00 Multi-Family: $500,000.00 Other: $9,400,000.00 Total: $26,650,000.00 Number of Completed Commercial Projects by 12/31/18: 1,500 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Specialty Stores, Shopping Centers, Hotels, Restaurants Leading Clients: KFC, Bloomin’ Brands, Speedway, Lowe’s, Walmart, Valvoline, Amazon, Kroger, Kohls, Coffee Bean & Tea Leaf


Jay Rohkohl, PE, LEED AP BD+C, President/CEO 50 S Sixth St., Suite 1100 Minneapolis, MN 55402 (612) 465-7550 • Fax: (612) 465-7551 • Year Established: 1960 Number of Employees: 105 Retail: $2,000,000.00 Hospitality: $250,000.00 Restaurants: $1,750,000.00 Federal: $750,000.00 Healthcare: $7,500,000.00 MultiFamily: $250,000.00 Other: $10,500,000.00 Total: $23,000,000.00 Number of Completed Commercial Projects by 12/31/18: 1,200 Retail + Restaurant, 300 Other Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Education, Specialty Stores, Shopping Centers, Hotels, Restaurants, Casinos, Mission Critical, Corporate, Laboratory, High-Tech Leading Clients: Best Buy, Dollar Tree, Life Time Fitness, United Health, BCBS

Fishbeck, Thompson, Carr & Huber, Inc.

Jennifer Waugh, Marketing Operations Director 1515 Arboretum Dr. SE Grand Rapids, MI 49546 (616) 575-3824 • Year Established: 1956 Number of Employees: 405 Retail: $7,000,000.00 Hospitality: N/A Restaurants: N/A Federal: N/A Healthcare: N/A Multi-Family: N/A Other: $58,600,000.00 Total: $65,600,000.00 Number of Completed Commercial Projects by 12/31/18: 43 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Education, Specialty Stores, Shopping Centers, Hotels, Restaurants Leading Clients: Hertz, AMC, Meijer Inc., Bissell


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Steven Turner, Director 1801 Watermark Dr., Suite 210 Columbus, OH 43215 (614) 588-8081 • Year Established: 1961 Number of Employees: 650+ Retail: $15,100,000.00 Hospitality: $1,000,000.00 Restaurants: $9,000,000.00 Federal: $1,000,000.00 Healthcare: $5,000,000.00 Multi-Family: $1,500,000.00 Other: $81,600,000.00 Total: $114,200,000.00 Number of Completed Commercial Projects by 12/31/18: 2,000+ Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Education, Specialty Stores, Shopping Centers, Hotels, Restaurants Leading Clients: RaceTrac, CVS, Starbucks, Yum Brands, Signet, PNC, Meijer

Henderson Engineers

Tyler Koonce, Communications Manager 8345 Lenexa Drive, Suite 300 Lenexa, KS 66214 (913) 742-5613 • Fax: (913) 742-5001 Year Established: 1970 Number of Employees: 787 Retail: $65,300,000.00 Hospitality: $1,800,000.00 Restaurants: $5,000,000.00 Federal: $923,000.00 Healthcare: $12,800,000.00 Multi-Family: $1,200,000.00 Other: $45,300,000.00 Total: $132,323,000.00 Number of Completed Commercial Projects by 12/31/18: 10 Specialize In: Big-Box/Department, Specialty Stores, Grocery, Shopping Centers, Healthcare, Restaurant, Education, Sports/Venue, K-12/Higher Education Leading Clients: N/A

The JDI Group, Inc.

Bryan Autullo, Facilities Design Group, Director of Operations 360 W Dussel Dr. Maumee, OH43537 (419) 725-7161 • Fax: (419) 725-7160 • Year Established: 2002 Number of Employees: 70 Retail: N/A Hospitality: N/A Restaurants: N/A Federal: N/A Healthcare: N/A Multi-Family: N/A Other: $9,680,000.00 Total: $9,680,000.00 Number of Completed Commercial Projects by 12/31/18: 42 Specialize In: Education, Office & Support Areas for Industrial Market Leading Clients: General Mills, BP Husky, Nutrien, Marathon, Bowling Green State University

Little Diversified Architectural Consulting

Jeff Roman, Partner/National Director of Engineering 615 S College St., Suite 1600 Charlotte, NC 28202 (704) 561-3454 • Fax: (704) 561-8700 • Year Established: 1954 Number of Employees: 390 Retail: $4,400,000.00 Hospitality: $250,000.00 Restaurants: $250,000.00 Federal: N/A Healthcare: $200,000.00 MultiFamily: N/A Other: $9,200,000.00 Total: $14,300,000.00 Number of Completed Commercial Projects by 12/31/18: 454 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Education, Specialty Stores, Shopping Centers, Hotels, Restaurants, High Performance/Sustainable Buildings Leading Clients: Sonic Automotive, Bank of America, BB&T, Wells Fargo, CVS, UnitedHealth Group, Publix, Food Lion, First Citizens Bank, SunTrust

MBI Companies Inc. Hixson Architecture, Louis Cortina, President Engineering, Interiors 299 N Weisgarber Rd.

Scott Schroeder, Vice President and Manager, Client Development 659 Van Meter St. Cincinnati, OH45202 (513) 241-1230 • Fax: (513) 241-1287 • Year Established: 1948 Number of Employees: 120 Retail: $2,000,000.00 Hospitality: N/A Restaurants: N/A Federal: N/A Healthcare: N/A Multi-Family: N/A Other: $19,500,000.00 Total: $21,500,000.00 Number of Completed Commercial Projects by 12/31/18: 10 Specialize In: Big-Box/Department, Specialty Stores, Shopping Centers Leading Clients: Saks Fifth Avenue, Bloomingdale’s, Macy’s, Brookfield

Interplan LLC

Patrick Ringlever, Managing Director 604 Courtland St., Suite 100 Orlando, FL 32804 (407) 645-5008 • Fax: (407) 629-9124 • Year Established: 1972 Number of Employees: 172 Retail: $10,249,384.00 Hospitality: $197,880.00 Restaurants: $10,193,715.00 Federal: N/A Healthcare: N/A Multi-Family: N/A Other: $505,300.00 Total: $21,146,279.00 Number of Completed Commercial Projects by 12/31/18: 1,200 Specialize In: Big-Box/ Department, Grocery, Drug Stores, Healthcare, Specialty Stores, Shopping Centers, Hotels, Restaurants, Banks Leading Clients: N/A


Knoxville, TN 37919 (865) 584-0999 • Fax: (865) 584-5213 • Year Established: 1990 Number of Employees: 92 Retail: $1,500,000.00 Hospitality: N/A Restaurants: $300,000.00 Federal: N/A Healthcare: $1,100,000.00 Multi-Family: N/A Other: $11,100,000.00 Total: $14,000,000.00 Number of Completed Commercial Projects by 12/31/18: 200 Specialize In: Healthcare, Education, Hotels, Restaurants, Industrial Leading Clients: Honda, Hormann, Fresenius, Pilot

Merritt Engineering Consultants, P.C.

Heather Cerone, Marketing Director 28-08 Bayside Ln. Bayside, NY 11358 (718) 767-0923 • Fax: (718) 767-4920 • Year Established: 1986 Number of Employees: 35 Retail: N/A Hospitality: N/A Restaurants: N/A Federal: N/A Healthcare: N/A Multi-Family: N/A Other:N/A Total: $7,400,000.00 Number of Completed Commercial Projects by 12/31/18: 258 Specialize In: Healthcare, Building Envelope Restoration, Structural Design, MEP Engineering and Owner’s Representative Services for Commercial Offices/Commercial Space, Residential, Education Institutions and Banking Facilities Leading Clients: Cushman & Wakefield for Verizon, Jones Lang LaSalle Americas, Inc., Northwell Health, Valley National Bank, Weill Cornell Medical Center




ENGINEERING NOVA Engineering & TLC Engineering Solutions, Inc. Environmental, LLC Cheryl Maze, Director of Marketing

Randall L Bagwell, PE, President/CEO 3900 Kennesaw 75 Pkwy., Suite 100 Kennesaw, GA 30144 (770) 425-0777 • Fax: (770) 425-1113 • Year Established: 1996 Number of Employees: 365 Retail: $1,497,544.00 Hospitality: $862,242.00 Restaurants: N/A Federal: $264,774.00 Healthcare: $1,784,482.00 Multi-Family: $6,488,229.00 Other: $35,948,422.00 Total: $46,845,693.00 umber of Completed Commercial Projects by 12/31/18: 1,100 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Education, Specialty Stores, Shopping Centers, Hotels, Restaurants, Casinos, Commercial, Industrial, Sports/Recreation, Residential, Transportation, Power, InfrastructureLeading Clients: Hines, Prologis, HCA Healthcare, Walmart

P2S Inc.

Jesus Vargas, Marketing Strategist 5000 E Spring St., Suite 800 Long Beach, CA 90815 (562) 497-2999 • Fax: (562) 497-2990 • Year Established: 1991 Number of Employees: 212 Retail: $331,910.00 Hospitality: N/A Restaurants: N/A Federal: $504,791.00 Healthcare: $4,500,000.00 Multi-Family: $192,123.00 Other: $36,184,350.00 Total: $41,713,174.00 Number of Completed Commercial Projects by 12/31/18: 120 Specialize In: Healthcare, Education Leading Clients: University of California System, Cal State University System, Port of Long Beach, Boeing

255 S Orange Ave., Suite 1600 Orlando, FL 32801 (407) 841-9050 • Year Established: 1955 Number of Employees: 385 Retail: $933,917.00 Hospitality: $3,746,678.00 Restaurants: N/A Federal: N/A Healthcare: $26,297,493.00 Multi-Family: $2,490,642.00 Other: $12,683,775.00 Total: $46,152,505.00 Number of Completed Commercial Projects by 12/31/18: 1,230 Specialize In: Healthcare, Education, Hotels, Aviation Leading Clients: Multiple National Architects and Contractors

Wallace Engineering Brad Thurman, PE, FSMPS, CPSM, Principal & CMO 200 E Matthew Brady St. Tulsa, OK 74103 (800) 364-5858 • Fax: (918) 584-8689 • Year Established: 1981 Number of Employees: 150 Retail: $7,800,000.00 Hospitality: $600,000.00 Restaurants: N/A Federal: N/A Healthcare: $700,000.00 Multi-Family: $800,000.00 Other: $12,100,000.00 Total: $22,000,000.00 Number of Completed Commercial Projects by 12/31/18: 2,615 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Education, Specialty Stores, Hotels, Forensics & Roof Consulting Leading Clients: Walmart, AutoZone, Aldi, BSRO, Casey’s

Ware Malcomb RLG Consulting Engineers Maureen Bissonnette, Katie Mudd, Marketing Communications Manager

12001 N Central Exp., Suite 300 Dallas, TX 75243 (214) 739-8100 • Fax: (214) 739-6354 • Year Established: 1953 Number of Employees: 79 Retail: $993,421.00 Hospitality: $144,753.00 Restaurants: N/A Federal: $150,646.00 Healthcare: $317,788.00 Multi-Family: $844,573.00 Other: $7,444,824.00 Total: $9,896,005.00 Number of Completed Commercial Projects by 12/31/18: 190 Specialize In: Big-Box/ Department, Healthcare, Education, Specialty Stores, Shopping Centers, Hotels, Restaurants Leading Clients: Texas Health Resources, AT&T Headquarters, Baylor Scott & White, Erickson Senior Living Communities

Stantec Consulting

Darren Burns, Vice President, Sector Leader, Commercial 1100-111 Dunsmuir St. Vancouver, BC V6B 6A3, Canada (604) 696-8009 • Fax: (604) 696-8100 • Year Established: 1954 Number of Employees: 22,000+ Retail: $20,923,118.00 Hospitality: $7,118,693.00 Restaurants: $1,843,556.00 Federal: $57,063,501.00 Healthcare: $22,252,399.00 Multi-Family: $6,968,639.00 Other: $429,077,457.00 Total: $545,247,363.00 Number of Completed Commercial Projects by 12/31/18: 120 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Education, Specialty Stores, Shopping Centers, Hotels, Restaurants, Casinos, Airports, Attractions, Airports, Arts & Entertainment, Automotive, Community/Institutional, Justice, Mixed-Use, Office, Research/Labs, Transit, Warehouse/Light Industrial Leading Clients: 7-Eleven, AutoNation, Boston Properties, CIBC, IKEA, Ivanhoe Cambridge, JP Morgan Chase, McDonald’s, One Properties, The Irvine Company, Walgreens, Walmart Canada, WeWork


Associate Principal, Marketing 10 Edelman Irvine, CA 92618 (949) 660-9128 • Fax: (949) 863-1581• Year Established: 1972 Number Of Employees: 511 Retail: $8,670,472.00 Hospitality: $300,371.00 Restaurant: $1,813,724.00 Federal: $136,516.00 Healthcare: $2,517,630.00 Multi-Family: $1,358,115.00 Other: 89,022,932.00 Total: $103,819,760.00 Number of completed commercial projects by 12/31/17: 2312 Specialize In: Big-Box/Department, Healthcare, Shopping Centers, Hotels, Restaurants, Education, Federal, Office, Industrial, Science & Technology, Auto, Renovation, Civil Engineering, Branding, LEED/WELL Design Leading Clients: Xfinity/Comcast, Charter Communications, Red Robin, Ericsson, Toyota, Experian, L’Oreal, Henkel, Honeywell, Medline

WD Partners Mark Bateman, VP, Business Development 7007 Discovery Blvd. Dublin, OH 43017 (614) 634-7000 • Fax: (614) 634-7777 • Year Established: 1968 Number of Employees: 363 Retail: $24,500,000.00 Hospitality: N/A Restaurants: $14,900,000.00 Federal: N/A Healthcare: $9,000,000.00 Multi-Family: N/A Other: $5,600,000.00 Total: $54,000,000.00


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So you need a roofing manufacturer? Our list shows you where to start


f you’re looking for one of the industry’s top roofing manufacturers, look no more. Our annual listing gives you the contact person and contact information you need to check the item off your to-do list. To see how you can get listed in the next report, email publisher David Corson at For a digital version, visit us online at

Alpine SnowGuards The Bilco Company JoleneCiosek, Marketing/Media 289 Harrel St. Morrisville, VT 05661 (888) 766-4273 Fax: (888) 766-9994 • Roofing Product Type: Snow Guards Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

APV Engineered Coatings Erin Brown, Director of Marketing & Business Development 1390 Firestone Pkwy. Akron, OH 44301 (800) 772-3452 • Roofing Product Type: Coatings Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Multi-Family, Office Buildings

Steve Weyel, Advertising Manager 370 James St. New Haven, CT 06513 (203) 672-0957 Fax: (203)672-8657 • Roofing Product Type: Metal Panel Roof Systems, Roof Curbs, Roof Hatches, Skylights, Fire Vents Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Corporate, Education, Commercial

Boral Roofing

Shannon Delgado, Sr. Marketing Mgr. 7575 Irvine Center Dr., #100 Irvine, CA 92618 (949) 585-8244 Fax: (949) 756-2402 • Roofing Product Type: Concrete, Shakes/Shingles, Tiles Markets Served: Nationwide

CertainTeed Corporation

Abby Feinstein, Product Manager,

ATAS International, Inc. Commercial Roofing Danielle Biggs, Lead Marketing Coordinator 6612 Snowdrift Rd. Allentown, PA 18106 (800) 468-1441 • Roofing Product Type: Metal Panel Roof Systems, Shakes/ Shingles, Eco-Green Roofing Systems, Tiles Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

20 Moores Rd. Malvern, PA 19355 (800) 233-8990 • Roofing Product Type: Metal Panel Roof Systems, Built-Up Roofing Membranes (BUR), Polymer Modified Bitumen Sheet Membranes (SBS or APP), Synthetic, Asphalt, Shakes/Shingles, Eco-Green Roofing Systems, Coatings, Solar Panels Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

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HowieScarboro, CEO 671 Willow St. Lemoyne, PA 17043 (423) 999-0107 • Roofing Product Type: N/A Markets Served: Retail

1 Campus Dr. Parsippany, NJ 07054 Roofing Product Type: Metal Panel Roof Systems, Built-Up Roofing Membranes (BUR), Single-Ply Membranes (PVC, TPO, EPDM), Spray Polyurethane Foam Based (SPF), Synthetic, Asphalt, Concrete, Shakes/Shingles, Eco-Green Roofing Systems, Snow Guards, Coatings, Solar Panels, Markets Served: Retail, Healthcare, Multi-Family

Garland Company Annie Kerch, Marketing Director 3800 E 91 St. Cleveland, OH 44105 (800) 321-9336 Fax: (216) 641-0633 • Roofing Product Type: Metal Panel Roof Systems, Built-Up Roofing Membranes (BUR), Polymer Modified Bitumen Sheet Membranes (SBS or APP), Eco-Green Roofing Systems, Coatings, Metal Edge Systems, Thermoplastic Roof Membranes (KEE) Markets Served: Retail, Hospitality, Healthcare, Shopping Malls, Federal/Government, Education

Green Link, Inc. Dan Olinger, President 5519 E Cork St. Kalamazoo, MI 49048 (269) 216-9229 Fax: (269) 216-9897 Roofing Product Type: Rooftop Supports & Adhesive Markets Served: Shopping Malls, Federal/Government


Jeff Williams, Brand Director

Fiber Tite Roofing Systems 235 W S Tech Dr.

Scott Gipson, Vice President 1000 Venture Blvd. Wooster, OH 44691 (330) 262-1111 • Roofing Product Type: Single-Ply Membranes (PVC, TPO, EPDM) Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Aviation, Data Centers, Food Processing

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John Doyle, President 2670 Leiscz’s Bridge Rd., Suite 400 Leesport, PA 19533 (610) 916-9500 Fax: (610) 916-9501 • Roofing Product Type: Single-Ply Membranes (PVC, TPO, EPDM) Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

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Lynette Collins, Marketing Coordinator 1195 Prince Hall Dr. Beloit, WI 53511 (800) 786-1492 Fax: (608) 365-7582 Roofing Product Type: Polymer Modified Bitumen Sheet Membranes (SBS or APP), Single-Ply Membranes (PVC, TPO, EPDM), Eco-Green Roofing Systems, Coatings, Roof Insulation, Roof Drains, Maintenance & Repair Products, Fasteners & Termination, Edge Metal and Accessories, Cover/Barrier Boards, Under Layments, Adhesives, Sealants & Caulks Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Corporate, Education

Roofing Products Major Industries, Inc. OMG Brian Wroblesky, Director of Sales

Mark Mitchell, Marketing Director 7120 Stewart Ave. Wausau, WI 54401 (715) 842-4616 Fax: (715) 848-3336 • Roofing Product Type: Skylights Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Corporate, Education, Commercial

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Let’s get exotic! By Ron Treister Photography courtesy of Indusparquet.


ne of the most competitive floor covering sectors in this country is hardwood flooring. North America, with all its forests and various species of native lum-

ber, has always been a world leader in the overall usage of the material. And why not? It’s natural. It’s sustainable. It’s beautiful. And with proper maintenance, it can also outlast just about any building in which it has been installed.



With the abundance or product harvested here in North America, why does it also make sense, especially for high-design type projects, to consider Brazilian Exotic Hardwood Flooring? Commercial Construction & Renovation caught up with Dan Gold, Director of Architectural Sales at Indusparquet-USA, the stateside arm of Brazil’s premier wood flooring producer, for an exclusive interview on all things flooring. CCR: Has the United States marketplace, especially the commercial construction arena, been made to know about the breadth of product and the overall high performing characteristics of Brazilian wood flooring? Dan Gold: I don’t think so. North American red oak, white oak, maple and hickory are all relatively hard Dan Gold and make for highly durable flooring materials. But these are not as hard as the various exotics from South America. The international Janka hardness test measures the resistance of a sample of wood to denting and wear, by gauging the force required to embed a tiny steel ball halfway into the wood’s body. This then determines whether a wood species is suitable for use as flooring. Brazilian hardwoods are generally always at the top of the list for hardness. CCR: Are there other characteristics that make these exotic woods stand out? Gold: There are many. Perhaps the most unique aspect of Indusparquet and Brazilian lumber as a whole, is natural variation and overall visual characteristics. Just about all other manufacturers use stains to create their various colors. We do that, too, but also and more than anyone else—have many species that don’t need to be stained, just finished to showcase their natural colors, which are beautiful and unique.

Dolce Pecan Earl Grey South America, Brazil in particular, also has amazing forests. And, as we all know, Mother Nature has been extremely benevolent to that nation. The fauna and flora found in Brazil is unlike anything that most North Americans have ever experienced. Lumber harvested from trees indigenous to that part of the world is also quite unique. Typically referred to as “Brazilian Exotic Hardwoods,” you may have possibly read about “Ipe” or “Cumuru” or “Jatoba” or “Santos Mahogany” or “Tigerwood.” For commercial installations, these products generally are harder and denser than most other wood species found worldwide. As a result, they can take the pounding that contract interiors must endure—and still last and perform at optimal levels for decade upon decade.

CCR: Why do you think top architects worldwide specify your product, in spite of the fact that it’s sourced in many cases for non-domestic consumption, very far away? Gold: It’s obvious they choose our products for their beauty and durability. For example, some of the most well-known and prestigious buildings across the globe have Indusparquet flooring installed. You can see it in Louis Vuitton stores and Ferrari showrooms. It’s even been selected and subsequently permanently installed within The Taj Mahal and even The Vatican. CCR: How are you able to compete, especially here in North America, as there are so many “home-grown” species of hardwood flooring, let alone the many other types of flooring (porcelain, laminate, resilient, et al) with their wood-grain “looks?” Gold: Our clients, for the most part, already know about the beauty and durability our products offer, which has become synonymous with all Brazilian hardwoods. Because we listen and respond to the North




Brazilian Pecan without French Bleed American marketplace, we now provide various stains/finishes that are popular in the states, such as grays or whites with handscraped or wire-brushed surfaces. And it’s of vital important to us that our clientele knows about and understand the three basic foundations of our business: ethics, sustainability and advanced technology.

“Our clients, for the most part, already know about the beauty and durability our products offer, which has become synonymous with all Brazilian hardwoods.”

using it to produce “manmade wood” material for various applications. We have many more ways in which we address sustainability opportunities and random issues, as well. CCR: What is your plan to accelerate getting into the commercial construction business as a regularly specified brand? Gold: In the last decade, we’ve established a major office and warehouse facility in Medley, Florida, just outside of Miami. In 2010, we began working directly with top flooring distributors, many having strong A&D sales teams. Today, our distribution network includes JJ Haines, All Tile, Belknap White, Ohio Valley Flooring, Galleher and other highly professional firms.

CCR: What exactly is your focus on the environment? Gold: For more than four decades, a major pledge from our family business has been to be “forest friendly.” We believe in preserving and protecting the forests from which we harvest our hardwoods. We work with IBAMA, – Dan Gold, Director of Architectural Sales, the Brazilian governmental agency, which Indusparquet-USA mandates that timber be sourced only from CCR: With all of the great reforestation or managed forests. attributes your products bring to market, do you For example, only eight trees per 3/4 acres are allowed to be think Indusparquet hardwood flooring will take removed from the forest. Additionally, we don’t remove endangered trees that provide food for animals or trees that are seed carriers. We away much marketshare in the commercial construction sector from North American producers? belong to and have our certification to all the statutes of FSC—the Gold: Absolutely not. We want to stimulate the appetite of all buyers Forest Stewardship Council. of hardwood flooring. We want them go for the sustainable and natAdditionally, we have little or no “waste” after slicing the tree ural product, not cheap, manmade imitations. We know if we do this trunks into flooring boards. Some of the leftover planks are too thin the right way, there will be a greater overall focus on specifying wood to be made into flooring, so we have a program where they are used flooring as a whole, and thus, the entire hardwood flooring industry in the production of high-end wood furniture. We also do not discard will grow exponentially. CCR sawdust, but rather sell it to other manufacturers, many of which are Ron Treister is President/Founder of Communicators International, Inc., a marketing communications firm headquartered in Jupiter, Fla. For three decades, his firm has worked with major accounts focusing on the commercial construction sector. He may be reached at:




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Designed for business How to make your project attractive and functional, despite limited resources By Steven H. Miller


hen creating a project with big ambitions and a small budget, creativ-

ity and smart design choices are necessary. In the case of a new technology incubator in Maryland, the challenge was to make it attractive and functional, despite limited resources. Techport @ The Airport is a 6,000-square-foot facility located at St. Mary’s County Airport in California, Maryland, about 60 miles south of Washington D.C. MARCH : APRIL 2019 — COMMERCIAL CONSTRUCTION & RENOVATION


DESIGNED FOR BUSINESS Its purpose is to support entrepreneurial startups that commercialize technology originally developed for the military, such as unmanned aerial systems. The incubator’s construction was funded by the Technology Transfer Office of the Naval Air Warfare Center. Techport provides office space for up to 15 startup companies, and is run by the University of Maryland. When Studio 2 Design of Hollywood, Maryland was selected to design Techport, designer Eileen Bildman researched other incubators throughout the country and saw a lot of what she did not want to build. “They looked like a bunch of closets in a row going down a hallway,” Bildman recalls. “Tiny offices, three walls and a door, a desk, a chair. That’s not very inviting for anyone to come into, for a client to visit, or for working with other people. I decided, instead, to create a place that looked and functioned like a cutting-edge contemporary office, with an inviting feel, collaborative spaces, and a sense of openness and transparency. “

On the exterior, Techport is a bit less industrial looking than its airport neighbors because of its numerous windows and wing-like front door canopy. Image courtesy of Studio 2 Design. The modest construction budget, $1.9 million, drove many of the design choices. Bildman opted for a pre-engineered building metal building system skinned with metal panel walls, and an openplan office area. The building is similar to the other metal building structures at the airport. To make Techport less industrial looking, Bildman added a series large windows that go down to ground level. There is also a stylish, techy canopy over the main entrance that references aviation with an airfoil shape and beams that resemble airplane wing frames. On the interior, Techport is not at all like its industrial neighbors. Taking advantage of the metal building system’s large clear-span, an open office occupies the lion’s share of the facility. Around its perimeter are a few separate rooms, all with double-glass walls, including


two small offices for tech support staff to help the startups, three conference rooms, and a large office for the incubator management. “It’s a modern aesthetic, with very clean lines,” Bildman says. “I used a lot of glass, and some wood on the walls.” The concept of the open office, which has dominated contemporary office design during recent decades, has recently come under fire. Originally sought-after as an environment that encourages and facilitates collaboration, it has lately been criticized for being too collaborative, especially in terms of noise levels and speech privacy. Thus, creating a space where more than a dozen separate businesses could function side by side posed some challenges.

Meeting the acoustic challenge

In the large open space, surrounded by hard-surface walls, voices and every noise could echo around the space, making conversation difficult. “Mitigation of noise was something I really had to deal with,” Bildman recalls. Her solution focused on materials to cover and tame the remaining two major surfaces in the central area. Underfoot, resilient vinyl tile dampens footsteps and reduces reverberation of other sound. Overhead, a suspended ceiling of thermoformed ceiling panels provides effective noise reduction. While mineral fiber panels are frequently used for sound control, thermoformed panels also have good acoustic characteristics, albeit by a different noise-dampening mechanism. The thermoformed panels are laid into a conventional 24-inch x 24-inch suspended ceiling grid. Although the panels look like a hard surface, they are – Eileen Bildman, designer thin and very lightweight. Rather than reflecting sound the way a hard surface does or absorbing it as mineral fiber does, thermoformed panels act as a diaphragm that transfers room noise into the cavity above the ceiling. There, acoustic vibration is dampened by the viscous mass of air. At Techport, the acoustic properties of the ceiling are enhanced by the addition of sound-absorbing material above the panels.

“Something that would never draw your attention in a typical commercial building is now something that gets your attention immediately. They walk in and go, ‘Wow.’”

'The building is beautiful'

The use of thermoformed panels also gave Bildman options that solved a major aesthetic challenge. Treated as a designable surface, the ceiling became the visual focal-point of the interior. Bildman selected two contemporary styles of thermoformed panels from Ceilume using two colors to create an overarching pattern. The main field is latte-colored Ceilume Orb, in a grid that is parallel to


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An ambiance of collaborative creativity at the Techport Incubator was fostered by daylight, views of the surrounding forest, and careful attention to finishes. The sidelighting dramatizes shadows and highlights that animate the thermoformed ceiling’s relief pattern.

The ceiling was treated as a designable surface and provides essential acoustic properties. Two colors and styles of thermoformed panels were used. the main walls of the building. In the middle of the space is a recessed ceiling area, rotated 45 degrees from the surrounding grid. It is made of a different pattern of ceiling panel, Ceilume Roman Circles, and in a sharply contrasting color—black. This dramatic arrangement is highly noticeable, and draws the eye to the center of the room. Emphasizing this visual device, the color of the flooring reflects the ceiling design in negative. A diamond of light woodgrain vinyl tile lies directly beneath the black recess in the ceiling. Surrounding it are darker floor panels that go out to the perimeter, complementing the latte-color Ceilume ceiling panels.


The success of the acoustic strategy Bildman pursued was quickly evident when Techport debuted in a large public event. “We had a grand opening with 150 people in the building,” Bildman recalls. “All of them laughing and talking, with women in high heels and men with big voices. I was thinking, ‘This will be the true test.’ It worked brilliantly. You could easily have a conversation with a group of people.” It was also an aesthetic success. The guests, who included the Maryland Gov. Larry Hogan and Congressman Steny Hoyer, as well as numerous public officials, were all pleased with the building. “When visitors walk in, they just love the ceiling,” Bildman says. “Something that would never draw your attention in a typical commercial building is now something that gets your attention immediately. They walk in and go, ‘Wow.’” This assessment is echoed by Brad Bartilson, director of the Techport facility. “People come in here and they say how beautiful the construction is. People want to hold their meetings and events here. We get lots of comments about it.”

Nimbleness and Evolution

But Bartilson discovered that, for the potential clients of this particular incubator, enclosed offices are in much higher demand. Unlike young entrepreneurs who have “grown up” in an open office and are all working on the same business, Techport’s clientele tend to be more mature, less used to the open environment, and more interested in privacy. “A lot of our clientele are executives,” Bartilson says, “They come in here saying ‘I want a great place to get work done, but



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The interior features a large open-office area, surrounded by a few private offices and conference rooms. The room is visually centered by a graphic design of the ceiling, created with two colors of thermoformed ceiling panels. The shape is reflected in negative by the colors of the floor. I’m not looking for another social networking opportunity per se.’” Moreover, they often have intellectual property that they do not want to be overheard or visually exposed. True to the entrepreneurial spirit it stimulates, Bartilson is making Techport nimble, reconfiguring the interior in response to market needs. “We will leverage almost 100 percent of what’s here,” Bartilson says. In addition to reusing the existing flooring, the thermoformed ceiling panels are tough enough to be repositioned without damage and can be washed if necessary. Demountable partitions will be used to make both partial-height cubicles towards the front, and lockable offices with 86-inch high walls toward the back. None will extend all the way to the ceiling (which ranges up to 12 feet), retaining a certain level of openness visually while answering the privacy needs of the clientele. Partitions will also allow Techport to increase the occupancy density of the central space. “These partitions allow us a lot of flexibility to reform our space,” Bartilson says, so Techport can continue to change as needed in its evolution. CCR

Steven H. Miller is a freelance journalist, photographer and marketing communications writer specializing in the construction industry. He can be reached at



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THE TECH TREK How Kyle took over her father’s antenna manufacturing company and is tapping the military market. Kyle Swiat CEO of STI-CO




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Contents March • April 2019

Owned & Operated by Women’s Association, LLC Mailing Address: PO 3908 Suwanee, GA 30024 Editorial Editor: Dalana Morse 817-405-4058

The Tech Trek

Contributing Writer: Jennifer Sussman 973-979-6169 PR and Social Media: Shannon Polvino: 716-597-5188


Art Director: BOC design, Inc. 404-402-0125 Circulation/Subscriptions: LUFW Management: Colleen Biggs: Chief People Officer 480-241-3708 David Corson: Operations Manager 404-931-6569 Lead Up for Women General Inquiry: 602.730.5121

4 5 6 14

Founders Corner It’s our responsibility to pave the future for Women that follow Advisory Board Editors Note Step Into Fear Celebrating women in history and learning how to #leadwithoutpermission


18 24 28 30

Shattering the Glass Ceiling: How Real Estate Can Close the Gender Leadership Gap Falling in love with hospitality How near death can change your future and those you serve 10 Tips on Organization





Empowering Women Entrepreneurs Through Servant Leadership

How Hannah Mong ended up creating the Lead Up for Women Logo

26 Taking care of YOU

Lead Up for Women


Founders Corner

It’s our responsibility to pave the future for Women that follow Our rights as Women, and why we are able to be leaders today, started with daring women in history such as Eleanor Roosevelt, Rosa Parks and Mother Teresa, to name a few. Some led by violence, some led by courage, and some led with love, but there’s one thing they all had in common, these historical women not only paved the way for us to be here today, they had the courage to speak up. They knew that unless they changed the status quo and lifted others up by taking chances, then nothing would change. Today, we are able to vote, hold leadership positions in the workplace, and drive because of these brave women that fought for our freedoms and rights before us. They fought for those that were sick, served others with love contagiously, and were willing to be arrested and lose everything they had for another. It is our responsibility as women today to pave the future for our daughters, granddaughters, and greatgreat-great granddaughters to live in a world where women residing as CEO, in Executive Leadership positions, Presidents and entrepreneurs is an everyday occurrence. Where decisions are being made, we need a woman’s voice. We are hard at work every day spreading the word about what Lead Up means to us with everyone we meet. Monthly luncheons are in full swing, our radio show; Lead Up for Women: Speak Up to Lead Up launched March 27th and is already 4

Lead Up for Women

creating buzz around the everyday and influential women leaders we interview during the show. We invite you to be inspired to lead without permission through the inspiration of our guests’ stories of survival, overcoming adversity, and their celebrations in business, community and their personal lives. We are passionate and focused on what we can do to CONNECT, INFLUENCE, and LEAD every woman. We know we all long to belong and to have a community that accepts and celebrates all of our identities. We have worked diligently to create an organization for you and all women looking to lead without permission, be the badass leader that you know you are, gain the courage through strong support from other women to live your best life. If that means stepping out and starting the business of your dreams, we’re here to take that journey with you. You are the only you there has ever been and you are the only you that will ever be. Be you and be strong because you are brilliant and the world needs you. We align with this so much, but it means nothing if you don’t hold yourself accountable on a daily basis through concrete daily actions. Those choices can make or break us. All of the members of Lead Up for Women are here to offer you support and sisterhood to leading your best life and the journey starts today. What are you waiting for? Join us.

Colleen Biggs

Sabina Ramsey March-April 2019

Advisory Board

Marilyn Brennan

Sawrie Becker

Dr. Tammy Bialek

Associate Director of Business Development American/Interstate Signcrafters

Founder SBB Life Coaching

Isyol Cabrera

Aly Chally

Dee Daniels

Director of Design and Construction FOCUS BRANDS

Manager, Store Planning and Design Aaron’s, Inc.

Executive Vice President VoiceAmerica™

Rebecca Easton

Jennifer Grieser

Gina Noda

Founder Easton Law, PLLC

Senior Solutions Manager Projectmates

Founder & Principal Consultant Connect Source Consulting Group, LLC

Founder Bialek Chiropractic

Shannon Polvino PR and Account Manager Insight International LLC

Lead Up for Women


Editor’s Letter

Step Into Fear Whether it is the fear of losing money or fear of failure, many people allow fear to hold them back from achieving their dreams. Even some of the most successful people in the world today did not find success initially. For example, Bill Gates’ first business failed with a net loss of almost $3,500. Walt Disney was fired from his newspaper job because he “lacked imagination and had no good ideas.” So how do you overcome this fear of failure to achieve your own dreams? One of the keys to overcoming fear is stepping outside of your comfort zone. Some of the best things in life happen when you are willing to do something that makes you a little uncomfortable. Sometimes, taking a risk is the only way you can achieve your dreams. How do you do it you ask? By taking one step at a time. Step 1: Make a list of the things you fear doing. It could be something as simple as talking to that person who works in the cubicle next to you, or it could be something bigger like skydiving or starting your own business. Start out small so you can avoid getting discouraged. As you get more comfortable expanding your comfort zone, reaching for the things you really want out of life will become easier. Step 2: Do not be afraid of failure. While it is important to not fear failure, it is also important to not dwell on the possibilities of failure. Instead of only focusing on how many things can go wrong, focus on positive thoughts and all the things that can go right. Focus on your strengths. Write them down! Avoid negative self-talk. When you find yourself engaging in negative self-talk, think of something positive about yourself or the task at hand instead. Step 3: Think logically to avoid allowing fear to cripple you. Of course, that is often easier said than done. One of the keys to overcoming this is to think of all the possible outcomes. Imagine how you want things to turn out, as well as what could go wrong. Once you are thinking logically about things, you might realize that even the worstcase scenario could still be worth the risk. Step 4: Pick one fear per day and step into that fear to overcome it. Even if you do fail the first time (or even the second, third, or 45th time), learn from the experience, and take a different approach the next time. Failure is there to teach us and help us grow. Sometimes failing at something is the only way to ultimately find success. Failure also means you will have greater appreciation for the success you worked so hard for.

Dalana Morse is the editor of Lead Up For Women magazine. You can reach her at (817) 405-4058 or by email at 6

Lead Up for Women

Step 5: Surround yourself with a strong support system, like the sisterhood of the Lead Up for Women members, can help you overcome fear when you are having doubts or feel like you aren’t good enough. Your friends, family members and colleagues can all play a specific role in helping you achieve your goals. Enlist their help. You need people to lean on to share your successes, failures, and concerns with. Courage is not about being fearless. It is about doing something despite fear. March-April 2019

2019 LUNCHEON SCHEDULE Apr 25: Scottsdale, AZ May 22: Atlanta, GA June 13: Philadelphia, PA July 16: Boston, MA July 25: Columbus, OH Aug 20: Nashville, TN Sept 12: Chicago, IL Oct 10: Denver, CO Oct 24: Los Angeles, CA *Luncheon Dates & Locations are Subject to Change

CONNECT. INFLUENCE. LEAD. Register for a luncheon near you!


hits the radio waves every week Whoever makes the statement that endless opportunity doesn’t exist needs to stop limiting themselves by their beliefs that exist between their ears. Our goal with Lead Up for Women is to empower as many women as we possibly can to be the best version of themselves! Having a radio station allows us to do just that! VoiceAmerica™ is the single largest producer of original Internet talk radio programming in the world, with unparalleled scope and reach. Are you ready And that’s why we teamed up with them! On March 27th 2019 we launched Speak Up to Lead Up with co-hosts Colleen Biggs & to lead without Sabina Ramsey, along with our special weekly in studio guest Dee permission and Daniels, Executive Producer of VoiceAmerica. Whether you want take the steps to start the business of your dreams, or celebrate your present and future accomplishments, our radio show will dive into deeper needed to live subjects as we interview weekly guests that have already walked your best life? in your shoes. Let the experts guide you for a clearer path to your most successful future. Our show will be the perfect platform for all of our members to advertise their businesses, network, hear about all of our upcoming events as well as a recap and live interviews that were recorded at all of our monthly luncheons around the nation. With millions of listeners, we have the opportunity to pioneer change for women today, as well as in the future.

We invite you to tune in to Lead Up for Women: Speak Up to Lead Up, as we celebrate the influence of women in business and beyond. Your hosts, Colleen Biggs and Sabina Ramsey, speak with guests who have stories to share, have faced adversity and have become success stories in business, in their communities and in personal accomplishments. Join the strong and the brilliant ones, and understand that the world is ready for you to be at your best. Lead Up for Women is heard live every Wednesday at 1 pm eastern time, 10 am pacific, on Voice America Empowerment.

Visit our website or visit to bookmark our show and listen in live each week.

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10 Lead Up for Women

March-April 2019

The Tech Trek How Kyle took over her father’s antenna manufacturing company and is tapping the military market. Give us a snapshot of the Sti-Co Industries brand? We are a small antenna engineering and manufacturing company that takes part in a large industry. We go to market and brand ourselves based on providing niche solutions. Our value is in providing safety to our customers. We serve markets such as law enforcement, homeland security, passenger rail, and the United States Armed Forces.

Tell us about what makes Sti-Co brand so unique? One of our strengths is that we provide custom electromagnetic wave solutions. Additionally, we have a strong background in mechanical engineering. We customize antennas to fit on everything from locomotive roof tops to police vehicles. We have to develop a range of innovative methods to fit all solutions.

What types of customers are you targeting? Our customers are located across the globe, centered around large populations. We serve federal law enforcement, state and local clients. We work with Class I railroads and passenger transportation vehicles. For example, after the communication issues that arose during 9/11, we developed a solution for police officers and firemen to be able to communicate on different frequency bands.

What strategies have you implemented to become successful in your company? We do a lot of networking and maintain relationships with our customers, all to focus on a long-term relationship. We try to be there to create solutions for their problems. I believe we observe and listen well. From there we get a lot of great ideas.

What hurdles have you overcome as a woman in business? I think showing others that I am credible and that I know my business. Even though I am not an engineer, I know our products. Communication is

key. Women are rare in this industry, but I am not afraid of speaking up and raising questions that othersdid not think about. At trade shows most people won’t even come up to me, so when they realize I am the owner they are surprised. Another challenge is networking. Most guys are supportive, but I can’t go to the bar and hangout at all hours of the night. A lot of connections are built that way. I am aware that a lot of networking and connections happen on the golf course, but I don’t golf.

What do you do to give back? My family is most important to me and trying to raise three kids and run a business takes a lot of time. I travel Lead Up for Women


a lot. There tends to be a double standard with women traveling and raising children. My spare time is spent focusing on my kids and being there for them. We do most of our giving back at work. We have supported organizations who fight cancer and even helped families during Christmas. We have also helped fallen law enforcement officers because we have been connected to that community for years.

What do you see as some of your biggest opportunities moving ahead? The military market is an under-tapped area here. We started in that market and have started to get a few contracts.

What is your method to stay connected with other women in business? The University at Buffalo’s Center for Entrepreneurial Leadership. The organization connected me with other women business owners, connections that I did not have before. I have been in other groups, but they have been mostly made up of males. Meeting women in business, that share the same challenges, is important.

What mentors, sponsors, or coaches have played an important role in your success? Mindy, my step mother, has been a huge coach. She ran the business after my father died in 1979. I was 16 years old. She took over the operation of the company completely. I used to work there as a child, but I came back to the business in 2009 part-time. That is when I realized I really liked it. My step mother needed someone to take over the business, and she has mentored me since then. I have also used a lot of marketing consultants to lean manufacturing etc.

My team is pretty tight knit. It is important that I can be approachable and transparent, and that they know that their opinion matters and that I value their input.

How do you stay current with today’s trends? I attend conferences. I really enjoy working with customers and reading trade journals. It is hard to stay on top of technology since it is moving so fast but it is important to stay relevant in the field. People are using cell phones today and it is really a critical time to stay ahead.

What is your growth plan? Our growth plan is to develop our presence in the military market - to move our market towards military. We also want to partner with railcar builders and develop more covert custom built antenna solutions.

What’s the biggest item on your to-do list right now? Honestly to build the military market. We are building it from scratch.

What’s the most rewarding part of your career? I guess it is knowing that we provided a solution for the customer that they are happy with. It is exciting to know that we really meet our customers need. I love hearing that they consider us as an extension of their company. It makes me feel that we are really succeeding.

Describe a typical day? It is not really that exciting. We have a lot of meetings. I like working collaboratively with people. The more brains I have in the room the better. I really like to weigh in on what others’ opinions and strategies are. Listening is important, but trusting your gut is even more important. I believe in really listening to myself and what I am comfortable with. Everything lands on you when you run a company. The management at Sti-Co provides great leadership too. I have the best team and I feel very fortunate for that.

What is your secret to success? Honestly, persistence. It is so true. Even though you are told no several times you just stick with in. Eventually it will go your way. 12

Lead Up for Women

March-April 2019

One-on-One with...

Kyle Swiat, CEO STI-CO

Tell us about your family? I have three children. I have been married almost 33 years. I have a son that is 27, a daughter that is 23, and my youngest daughter who is 18.

How do you balance your health, family and career? It is not always easy. Trying your best taking your hat off when I leave the office. It is important to be a mom and a wife. To flip that switch and be there for your family is important.

What motivates you everyday? Partially, it is somewhat internal. It is important to carry on the legacy of my father’s business. That motivates me. Also, providing a job opportunity to my employees. I have around 50 employees. I like being able to provide for them, and know they are happy here.

and that they know that their opinion matters and that I value their input.

How are you mentoring/sponsoring others? I mentor my employees. I try to mentor more how I think and approach things. To be customer focused is important. High quality is important to me, and I am trying to coach people on how to work together and not in silos to solve a customer’s problem.

What book are you reading now? I just finished a great book called the Inevitable: Understanding the Twelve Technological Forces in the Future, by Kevin Kelly.

What are your favorite hobbies? I don’t have hobbies. Exercise, I guess - cardio and lifting weights.

What inspires you?

How do you like to spend your down time?

My customers inspire me. Getting those little pats on the back are important.

I just like to relax and do nothing. If I can get a Saturday morning to myself, that down-time is very important to me.

What’s the best thing a consumer/client ever said to you?

What was the best advice you ever received?

A federal agency, which I can’t disclose, considers me a part of their family and it was so important for me to hear.

What are your strongest traits as a leader? What traits of other leaders inspire you? I think people know I care. My team is pretty tight knit. It is important that I can be approachable and transparent,

Early in my sales career I was told that the worst thing they can say is no. The other thing was to keep throwing it until something sticks. You have to keep doing it. It is simple, but those are the two things I live by.

What does “Lead Up” mean to you? I think it means to lead, and bring other people along with you to become leaders as well.

Lead Up for Women



Celebrating women in history and learning how to #leadwithoutpermission

It was a beautiful sunny day in Times Square when the inaugural Lead Up for Women luncheon launched at the AMA Conference Center in New York City. The afternoon quickly got off to a great start with a session in “Speed Networking” to present the attendees with an opportunity to connect with as many women in the room as they can and exchange business cards to increase their contact portfolio. Not to mention it is just fun to meet new people. Sabina Ramsey, CEO, Insight International, Inc., updated us on the current statistics of women leaders in Corporate America and why the deficit of women in business still exists today. “We are making progress in the areas of education, politics, and business, however, there are gaps that need to be filled", says Sabina. Ramsey continues with statistics, stating that of the Fortune 500 companies, there are only 24 female CEO’s, which is less than 5%. “On the political front, we continue to make strides increasing our presence in congress to 23.7% from the depleted 19% in the past years”, states Sabina. As the session came to a close, the attendees celebrated that women exceed men as college graduates and it continues to be on the rise. 14 Lead Up for Women

As the women attendees fueled on their mid-day meal, Colleen Biggs, Partner, Lead Up for Women, took us back in time with an in-depth description of strong women trail blazers from First Lady Eleanor Roosevelt, to Social Activist Rosa Parks. Biggs continued the presentation sharing that some of these women led by violence, some by courage, and others by love, but there’s one thing they all had in common, they had the courage to speak up and choose to not wait for another to give them permission to lead. “These women in history not only paved the way for March-April 2019

women today, they used their political connections, platforms they stood on, as well as had the courage to face adversity, to change the future landscape for women’s rights”, Biggs states. Biggs continues to explain that as women it’s our responsibility to pave the future for other women that follow. “Individually we need to fight harder for what we want in the workplace to push against the long history of a biased culture or the gap will not close.” shared Biggs. As discussions continued in the room, several women shared that society has conditioned us to live within a culture that limits women, and it needs to change. Lead Up for Women provides the platform for women to come together and have a network of other women that will support them in that journey, celebrate their identities, and assist them in navigating those tough hurdles in business that we all face. Robyn Hatcher, Communications Consultant, Speaker and Author, and CEO of SpeakEtc., fired up the room as she led an impromptu single flash mob with the song “Brave”, by Sara Bareilles, inviting the women in the room to hop to their feet and join her! “What roles are still trapping you and preventing you from being brave?”, Hatcher asked as she indulged deeper into her past and how she was able to migrate into Hollywood as an actress after “shedding” her ‘shy’ younger self that existed in her early childhood. Hatcher goes on to challenge the group to understand that fear can hold us back. She explains that she defines “FEAR” as the Failure to Envision an Alternate Reality, and challenged the group of attendees to envision what that alternate reality looks like for them. Robyn explained that her certification in neuro-linguistic programming was really the backbone for her understanding that if you tell the brain that you have an alternate reality it starts finding ways to envision that. She continued the discussion with greater details regarding creating a “vision avatar” for yourself. A Vision Avatar is creating what an alternate reality looks

like for your person - for example, how do you dress, how your hair looks, and how you speak and stand as this new avatar. Unless you create your future through envisioning an alternate reality, your brain will continue to repeat what you have today. In closing, Robyn Hatcher asked us to join her in a new movement to “Cross our Hearts and Celebrate Women”. As the luncheon came to a close, the attendees left motivated and optimistic that organizations as Lead Up for Women exist to not only encourage women to lead as women, but provides the tools and support for women be their best self! Lead Up for Women



Empowering Women Entrepreneurs Through Servant Leadership Janice Jackson shares how Plexus Worldwide builds up its female employees and independent business owners by embracing its mission to spread health and happiness. By Erica Fetherston Janice Jackson

Direct selling. Social selling. Network marketing. These are just some of the different names for the industry that focuses on recruiting independent sales representatives to sell their products and services. However, there is one thing that the industry is commonly known for: offering people an opportunity to achieve their entrepreneurial dreams while providing a strong support network. For Plexus Worldwide®, a leading direct-selling health and wellness company focused on health and happiness, part of their mission is to help women and men create and build their own businesses. This is one of the reasons why Janice Jackson, who currently serves as President of Sales and Marketing for Plexus, was drawn to the industry and joined the Plexus executive team in 2018.

Becoming a Leader in the Direct Selling Industry Many of us recall taking aptitude tests during our school years to get a better idea of what kind of career or industry to pursue. For Janice, these tests are what set her on a path for a career in the direct selling industry. “Before starting my career, I took a few aptitude tests and all the results pointed to a career in marketing, so I took an international marketing position 16 Lead Up for Women

in pharmaceuticals,” said Jackson. “A few years later, I was recruited by a global direct selling company and I’ve been in the industry ever since.” Janice, who was born in Scotland and is fluent in both German and French, has built an exceptional career as a leader and successful executive in the direct selling and consumer products industry across the globe. Her resume includes impressive titles at a variety of companies, including Vice President of Global Brands at Amway, Executive Director of AstraZeneca, Senior Vice President and Chief Marketing Officer at JAFRA Cosmetics International, Chief Brand Officer at ViSalus, and Chief Marketing Officer at WorldVentures. Janice’s prestigious expertise ranges from global product development, global brand marketing, corporate affairs, consumer insights, and more.

“As I continued to grow in my leadership roles with different companies and organizations, I fell in love with the direct sales model and with an industry that empowers so many people to become entrepreneurs globally,” said Jackson. “When an opportunity came to join the Plexus leadership team, I jumped at the chance to work with one of the most respected direct selling companies in the world.”

Spreading Health and Happiness Across the Globe Plexus has a growing catalog of science-backed products for weight management, nutrition, skincare and personal care as well as more than 400,000 Ambassadors, or independent business owners, across the globe who have built their own businesses through the Plexus model. Plexus’ excellent reputation within the direct selling industry March-April 2019

was a significant attraction in Janice’s desire to join their leadership team. While some direct sales companies receive a bad reputation for operating non-compliantly, too fast, too loose or with a get-rich mentality, Plexus is determined to do direct selling the “right way,” honestly, with integrity, and building a strong foundation for longevity and sustainability. “We believe in creating a business opportunity that has no barrier to entry for those interested in entrepreneurship. That’s the type of commitment that inspires me and makes me proud to be part of this company,” said Jackson. “It also speaks to the company’s values-based business practices and the level playing field we create for our Ambassadors. The culture here is very special, both in the office and in the field; it’s built on trust, respect, and a win-win mentality.” In true dedication to its mission, Plexus launched its Nourish One™ initiative in 2018, which has already helped provide over 6 million meals to children and families in need through its partnership with Feeding America®, the nation’s largest organization dedicated to fighting domestic hunger through a network of food banks. “With Nourish One, when you shake up a serving of Plexus Lean, you’re also helping a child or family who might not otherwise receive the meals they need to thrive,” said Jackson. “It’s exciting because for every serving of Plexus Lean someone purchases, Plexus, through our philanthropic organization Plexus Charities, gives the monetary equivalent of one meal to Feeding America®. You can nourish yourself and help another in need at the same time.” In line with Plexus’ global expansion in Canada and Australia, Plexus also established an on-going partnership with Mary’s Meals, a global charity focused on combating childhood hunger in the world’s poorest communities. “Plexus’ philanthropic efforts are critical to our mission in spreading

health and happiness,” said Janice. “Just as we want to ensure that it is easy for anyone to join Plexus as an Ambassador, we also want to do our part to help feed hungry children and families around the world.”

An inspiring and dynamic leader, Janice has a passion for developing talented teams who strive for excellence. She is notably skilled in building relationships across boundaries in

personal enhancement courses on fitness, health, and financial planning. “As a servant leader that supports teams of employees as well as independent business people, I know that everything I do and everything my team does creates a ripple effect,” said Jackson. “We touch the lives of so many people and we see the impact daily; this is why I love working at Plexus and in this industry.” Janice credits a lot of her success in the industry and with Plexus to putting together great teams that strive for excellence and are passionate about what they do. Janice offers

order to drive growth and support strategy, while leading her teams to exceed deliverables. For these reasons, Janice was a natural fit for Plexus, where their culture (known officially as “One Plexus”) dictates that the company leadership incorporate the interests of those in the field, as well as the company, into every decision they make. This leads to constant collaboration across departments and with Ambassadors and Customers, to support anyone wanting to develop personally and professionally. These types of efforts include management training and leadership curriculum in areas such as communication, team building and software skills. Plexus also offers

some additional advice for developing great teams: Embrace the principals of servant leadership, ensure your team understands the company vision, develop guiding behavioral principals, share how success will be measured, support teams with resources and advice, and empower them to achieve their full potential. “Hiring excellent leadership talent enables great leaders to develop great leaders,” said Jackson. “It is important to cascade a collaborative and positive leadership culture from top down. The success I’ve experienced throughout my career has never been about me as an individual, but always about ensuring my team’s and the company’s overall success.”

Supporting Female Colleagues and Entrepreneurs Through Servant Leadership

Lead Up for Women



Shattering the Glass Ceiling: How Real Estate Can Close the Gender Leadership Gap The Coldwell Banker Examining Women and Leadership Survey found that 34 percent of Americans working in female-dominated industries agree that women face a “glass ceiling,” making it more difficult for them to reach executive or senior-level positions.

By Zoë Horneck

Coldwell Banker Real Estate kicked off 2018 with a commitment to address the upward mobility challenge women agents face in the real estate industry. According to the NAR 2017 Member Profile Report, women account for 67 percent of all real estate agents, yet only 46 percent of non-selling broker-owners are women. I think real estate is an industry with a welcoming culture where women can easily thrive and grow to be leaders with the right support. As a former agent, I saw firsthand how hard other women work – and they’re often successful because of their strong negotiation and interpersonal skills. When I learned about this gap in real estate leadership, I thought how can I help more women rise to leadership? I challenged myself and the Coldwell Banker network to accelerate the real estate industry’s progress in narrowing the female leadership gap. We encouraged everyone to have open conversations about difficult issues around diversity and inclusion and to create opportunities for women to lead. In 2019, Coldwell Banker is taking our plan of action on this issue one step further. We started by gathering as much information about the female leadership gap as we could. It turns out that this gap isn’t just a problem in real estate, but it touches other female-dominated industries such as healthcare and education.

18 Lead Up for Women

The Coldwell Banker Examining Women and Leadership Survey found that 34 percent of Americans, both men and women, working in female-dominated industries agree that women face a “glass ceiling,” making it more difficult for them to reach executive or senior-level positions. Armed with this knowledge, I want to bring this number to zero. Using the March-April 2019

information gathered from this survey, Coldwell Banker is probing the causes of the gender leadership gap in our industry and is working to demolish the glass ceiling. I encourage all real estate leaders to make that commitment. We’ve begun to redefine what leadership looks like in the real estate industry. Here’s how…

Start Conversations: The Women in Leadership Series We are giving a voice to the women leaders in the Coldwell Banker network through our Women in Leadership Series which started as a series of monthly calls and blog posts and will soon add a podcast. We’re providing female trailblazers with a platform to share their success stories and empower others to do the same. What does female leadership look like? As Leesa Harper Rispoli explained on a Women in Leadership call, it’s challenging the “Good Ole Boys Club” and championing women who aspire to top leadership positions. It’s the determination to be a full-time mom and a successful businesswoman, according to Kate Rossi. For Sheri Arnold, it’s about celebrating other women’s accomplishments and helping them to succeed in any endeavor they choose. Each year Coldwell Banker holds Gen Blue, where real estate professionals across our global network come together to learn, network and celebrate. At this year’s Gen Blue, we made it a priority to have a dedicated Women in Leadership session, where our network can hear why empowering women is critical for our success. Real estate leaders can educate men and women on the importance of women’s empowerment by holding conferences, panels and speaker series – with plenty of opportunities for questions.

Build a Community: Coldwell Banker Women in Leadership Month As a follow up to our survey, the Coldwell Banker Women in Leadership Month

will take place in May and will celebrate women-owned companies and encourage more women to become leaders within their organizations. Throughout the month, we’ll publish educational content designed to address the issues we’ve identified head on. We’ll be offering tips, best practices, how-tos and more. Our goal is to support women-owned brokerages and women that want new opportunities in real estate. Building an online and in-person community of women professionals is an easy way for real estate leaders

Coldwell Banker is supporting current and aspiring women leaders by providing management training, online courses and in-person networking opportunities at events including our annual Leadership Summit and Gen Blue® conference. Leadership training and networking is a critical step in bringing more women to the next level.

Our mission Women in real estate do not always feel empowered or supported, and the Coldwell Banker Women in

Real estate leaders can educate men and women on the importance of women’s empowerment by holding conferences, panels and speaker series – with plenty of opportunities for questions to help forge relationships and foster career growth among women.

Foster Connections: Training and networking opportunities Open dialogue about women as leaders in the workplace, mentorship and training, combined with opportunities to grow and lead, are critical to empowering women in all industries. However, among all employed U.S. adults, 40 percent say their company does not offer formal leadership training programs or sessions.

Leadership initiative aims to change that. Our mission is to ensure that no woman within the Coldwell Banker network ever experiences a glass ceiling. We’re taking direct aim at the leadership gap, we want all women in real estate to feel unstoppable. To learn more about the Coldwell Banker Women in Leadership initiative and our goal of ensuring a path to ownership and leadership for the women who want it, visit category/women-in-leadership/

Zoë Horneck, VP of Product Marketing and Communications at Coldwell Banker Real Estate, is serious about connecting people through technology. She’s a customer-centric global marketing and strategy leader with a proven track record of driving growth through customer insights, innovation, process optimization and technology. As a former real estate agent, Zoë brings a unique perspective to her role, mixing digital expertise with real estate acumen. She’s responsible for all Coldwell Banker platforms and products as well as how the brand communicates across its network of close to 100,000 brokers, managers, agents and corporate teams. Lead Up for Women 19


How Hannah Mong ended up creating the Lead Up for Women Logo Hannah Mong, 24 years old from Buffalo, NY, is the creative designer behind the Lead Up for Women logo and brand. She developed the first issue of the Lead Up for Women Magazine cover.

Hannah Mong

In developing the logo for Lead Up, she wanted to create something simple, yet meaningful that women would find inspiring. She says: “Focusing on the typography of the logo was my main approach. I altered the L and U in Lead Up through directional arrows to express moving forward while prospering together. The overall brand is meant to create a movement for women of all ages who are excited to be a part of something different that is relatable and real.” She continued the vision for the logo with creating the first Lead Up magazine cover. An important part was to keep the brand consistent in color and typography. Hannah explains: “I wanted to highlight Connie by removing the background to make her the focal point. I added the tagline Connect. Influence. Lead. in addition to the colored bars to add an extra layer and pop of color. The cover was intended to give the reader an exciting glimpse of what’s to come next, and more importantly what the Lead Up brand visually conveys.” 20 Lead Up for Women

Design has always been a part of Hannah’s life. She says, “I love design not just for its own sake, but for what it can do for people. I am a passionate and driven graphic designer dedicated to communicating ideas that inspire and captivate viewers. I love telling an organization’s story through exceptional design, thought provoking ideas, and problem solving.” She continues, “My purpose in life is to be the best designer, with an even better attitude. As an extrovert, I am driven by other people. I like to surround myself with passionate individuals who love what

they do, encourage me to learn, and push me outside of my comfort zone. There is always room for improvement, in my career and in life.” Hannah attended Edinboro University of Pennsylvania and received a BA in Graphic Design. In addition to her academics, she played on the DII Women’s Lacrosse team and received the scholar athlete award for her four years at the University. As if that weren’t enough, she also had a job on campus as the Graphic Designer for the Athletic Department where she worked closely with the Director of Marketing. Her role was to design and develop print collateral, advertisements, and social media for upcoming athletic events to help inform family, friends, and students. As a collegiate athlete, she learned the immense importance of time management, leadership skills, and communication - both March-April 2019

on and off the field. She concludes, “I am very grateful for my experience at Edinboro because it has prepared me for my future and brought me to where I am today in my career.” Hannah’s mom is the main reason why she is such an ambitious and hard working young woman. She explains: “I’ve looked up to my mom my whole life because of her drive and inspiring attitude to strive for greatness every day. I have her to thank for my artistic abilities and undeniable confidence which has got me to where I am today. She is an extremely talented decorative painter and an even better mom. She

Your clients might not love everything you create, so you can’t be too attached to it. Learn from the feedback and don’t dwell on the negatives. is my inspiration, my role model, and my best friend.” Hannah is currently working at Insight as the Art Director, but is moving to Chicago to work with in the Chicago White Sox graphic design department. She says, “I started at Insight as a Graphic Designer, but grew into my role at the company over the years. After a year under my belt,

I became the Art Director and was in charge of marketing campaigns, social media, account management, and print production, in addition to design. I was taken out of my comfort zone and pushed to try new things and learn as I go, but in the end I evolved into a more well-rounded and skilled designer than I ever could have imagined.” According to Hannah it was her first project that she is most proud of. “I developed and designed the Top Seedz logo, print collateral, and packaging, which is now a

Lead Up for Women



product sold in Wegmans and Whole Foods in the Western New York area. There is something exciting about going into your local grocery store and seeing your hard work displayed for customers to purchase. I remember my mom running to Wegmans so she could buy a dozen boxes and brag to our family and friends that her daughter made this!” Hannah is excited about her new job with the Chicago White Sox. She says, “I am very excited for the opportunity and look forward to my next chapter in life! As a Graphic Designer, I will be working closely with the design, social media, and marketing departments to produce print materials for the White Sox, including logos, posters, flyers, yearbooks, bobble heads, packaging and much more.” As a young professional, she is excited to move to another city and start her new career with such a well acclaimed and successful organization, but she is


Lead Up for Women

also scared. She explains, “I know it’s not going to be an easy transition to say the least, but I am ready for a big change without the curiosity of every wondering what if.” Hannah reflects back and shares, “The culture at Insight has positively affected me in a tremendous way. It

“In the design industry, your work will always be critiqued and you have to have a backbone. Your clients might not love everything you create, so you can’t be too attached to it.”

has shown me that no matter what gender, age, or race you are, you are valued and respected. I will forever carry the values and beliefs I’ve learned at Insight in my jobs to come.” Over the years she says she learned about not being afraid of failure or rejection. “In the design industry, your work will always be critiqued and you have to have a backbone. Your clients might not love everything you create, so you can’t be too attached to it. Learn from the feedback and don’t dwell on the negatives. My work has completely evolved over the years because of collaboration and I am extremely thankful for those situations where I had to go back to the drawing board, problem solve and find the solution. At the end of the day, it makes you a better designer!” For anyone who is just starting out, she highly recommends joining a small team with a great culture. She explains, “When you’re applying for jobs and researching companies, understand and see what sets them apart from other organizations. You have the opportunity to choose a job you feel is the right fit. They might want you, but do you want them? Always remember, you’re in the driver seat!” March-April 2019


Falling in love with hospitality Lauren Jenney

Lauren Jenney was first introduced to the hospitality industry while working as a teenager at the Marriott Harbor Beach Resort in Ft. Lauderdale, FL. During her time at the resort, Lauren had the pleasure of serving Mr. and Mrs. Marriott on the beach during their Christmas Holiday vacations. Listening to Mr. Marriott show genuine care for all associates throughout the property and being in tune with even the smallest of details regarding hotel performance, Lauren knew that she wanted to be involved in hotel success on a much bigger level. After graduating from Lipscomb University in Nashville, TN, in 2004 and taking a path of journalism and sports broadcasting, Lauren found a way back to hospitality through the guest services division of the Franklin Marriott Cool Springs, in Franklin, TN. From there, she quickly knew that the sales & marketing path was calling her name. 24 Lead Up for Women

More than just a hotel Her career in sales management began in Louisville, KY, where she was the youngest major-market sales manager within the downtown market. After six years working with Hyatt and Starwood Hotels, Lauren decided joined White Lodging, one of the leading hotel development and management companies in the United

States. Over the course of her seven years with White Lodging and their continued growth in Louisville, Lauren has been given the opportunity to create her desired career path and fortunate enough to work for a company that was committed to getting her there. White Lodging’s commitment to constant innovation and the redefining of hospitality is not just confined to the hotel rooms and meeting spaces. Lauren and her team are branding their hotels as offering what travelers are wanting now more than ever - experiences. They are drawn to unique food & beverage concepts, the fastest internet speeds and comforts of home in their rooms. One of her favorite parts of her job is that she can offer guests something that they have not March-April 2019

experienced before - something far beyond their expectations of what a hotel or ballroom is supposed to be.

Learning to “Lean In”

Louisville Business First recently named Lauren as one of the “20 People to Know in Hospitality” in 2018. Being one of only two female Directors of Sales of a large downtown hotel, Lauren takes advice from a book written by one of her mentors, “Lean In,” by Sherly Sandberg. A woman brings a different perspective to several aspects of the hospitality business and it is a necessity to not be afraid to lean in and be heard. As the industry becomes increasingly digital, Lauren’s position focuses on making it personal. “A digital proposal is pretty, but now more than ever, the use of direct mail and face-to-face conversation is most important to get in front of the client. No medium can replace the feeling of having something in your hands to review. Mail a proposal, remember

your client’s birthday and send a card, writing a thank you card when a contract is signed, are all little things that can make a huge difference.”

Becoming a mentor to the younger generation The hospitality profession continues to gain popularity worldwide. Each year more universities are adding hospitality degrees to their catalogs. With this, comes a new, young group of professionals eager to grow in the business. Lauren is learning that as her team is ever-changing, it is important to change with them. Lauren admits to being a different leader today than she was last year…and that is OK. “As a mentor, it is important to listen - let your team know that you hear them and give them the opportunity to show you their potential in areas you may not have been aware of.” To Lauren, being able to watch several members of her sales teams continue their careers and grow to become operational leaders, Senior

Sales Managers and Director of Sales in Louisville and throughout the country has been a proud accomplishment.

New opportunities in an ever-changing market Recently, Lauren has been appointed the Market Director of Sales for the Whiskey Row Hotel Collection where she is now responsible for positioning three of Louisville’s hottest, new hotels (Hotel Distil (, an Autograph Collection Hotel, Moxy Louisville and Aloft Louisville Downtown) as the premier destination for guestroom and meeting space needs. The Whiskey Row Hotel Collection represents 490 guestrooms and over 22,000 square feet of unique meeting and event space, as well as roof-top entertainment space on Louisville’s famed Whiskey Row. The work Lauren and her team are doing in Louisville will change the public’s perception of hotels and become the new standard for luxury when traveling.


Taking care of YOU

Vanessa Siren

This is all part of my present life, let me tell you about how I got here… I was born in Sao Paulo, Brazil, and had challenging circumstances growing up. I lost my father to a heart attack when he was only 29, and while my mom was pregnant with my (only) sister. This presented us with many tough times, but my mom, a true warrior, went back to college without any help from my dad’s family. She is now a Psychologist. Her only sister was a huge help and was always there for 26 Lead Up for Women

us. She showed us the important of hard work. Who I have become today comes from my mother. She taught me to value honesty, be punctual, give 100% at all times, and appreciate good, clean work. As a teen, I started working as a model. Modeling gave me the opportunity to travel the world and take care of my mother and sister financially. It wasn’t as glamourous as most of Top Model stories. Each

job came with the struggle of chasing an audition, catching overfilled buses and struggling to always maintain a certain “body expectation”. Even at a very young age I remember measuring my food, measuring my hips, and worrying about appearances. Around 1994/1995, during one of my first trips to either Japan or Switzerland, I discovered yoga - before yoga became “hip”. Yoga was peaceful. It wasn’t about “burning calories” or “winning”. I remember leaving the March-April 2019

Photography by Kate Moore (Above, top right)

My name is Vanessa Siren, I am 43 years old and live in Gilbert, Arizona. I have 5 kids and enjoy working as a Yoga and Group Fitness Instructor (AFAA certified Athletics and Fitness Association of America) and trying to grow my own company, SIREN yoga. I also work with others to bring yoga to as many people as I can (G-Fit Solutions is one of them). I teach locally, at gyms and studios around Phoenix and teach private classes as well. I have always been into fitness and dancing as a child (classic ballet and jazz), which I now incorporate into my classes. I also teach Barre classes!

Photography by Morgan Rogers (family)

class feeling much calmer and content - truly joyful. Despite my 6’ height, I was never into sports growing up. Of course, that is mostly due to the poor quality of physical education of my school or its facilities. We moved from Sao Paulo to a smaller town about 60 miles away, called Indaiatuba. Resources there were worse, especially compared to a big city like Sao Paulo. I took yoga as a student but never considered teaching it until 2002-2004. In 1996 I met my husband, Troy, and it was love at first sight. We modeled in Japan together and after 4 years of dating we got married in Miami, Florida. We lived there for about 12 years and had 3 children. My husband is from Arizona and always wanted to go back. So, in June 2010 we moved west. It was only 116 degrees the day of the move but we both love the heat and really didn’t mind. Plus, his family was in Arizona, while mine were mostly in Brazil. My only sister, Melissa Stefanutti, is in Melbourne, Australia, with her husband and 3 children. Yoga was always present to me. Even in Miami I was practicing 3-4 times a week. I tried running and did some triathlons, but always came back to yoga as my “safe haven”. It was only a matter of time for me to study to become a Yoga Instructor. I acquired my first certifications through Yoga Fit in 2014 and 2015, and began teaching soon after. In 2015 I received 200 hours of certification with LifePower Yoga (led by Lifetime Fitness). I continue to take workshops and my “need” for learning never ceases. I care more about training and becoming a better version of myself. It is important that I am constantly improving so I can share the latest with my students, while becoming the best version of me that I can possibly be. While I don’t model much these days, I am represented by Ford Robert Black Agency and enjoy when I do get to work for them. I

Who I have become today comes from my mother. She taught me to value honesty, be punctual, give 100% at all times, and appreciate good, clean work.

also have representation in Chicago and in Miami. Yoga is a big part of my day, and not just the physical one. I try to live by the eight limbs of yoga, and find it very fascinating trying to understand and explain these to my children. I am a much calmer and kinder mother because of yoga. We had twins exactly 10 years after our oldest, and I believe they came to teach me all the things that I “didn’t get” before.

Motherhood is the best job, but yoga makes me happy, joyful, present. Still, I’m no saint. I joke with my husband saying, “Yes, I am a yogi. No, I am not Mother Theresa.” I get my hot blood from being Latina but I think that is what makes me interesting. Much like me, my classes are fiery, loud and funny. I like to crack jokes and make yoga accessible to everyone, especially since most people are afraid of the “seriousness” behind the practice. I love that my classes feel like a celebration - just friends having a great time. Even the Yin classes are a celebration of “silence” and a celebration of you, taking care of you. Simple! I hope we can practice together soon. Give yoga a try. I promise you, it will change your world! Trust the YOGA, not me. Visit or follow Vanessa on Facebook sireyoga. Lead Up for Women



How near death can change your future and those you serve I’m often asked what made me get into massage therapy. I didn’t grow up knowing this was my path or know anyone in the field. I had never even had a massage before I decided to make it my career.

Stephanie Garcia


Lead Up for Women

I was born and raised in southern California, the youngest of an eclectic bunch of 6. My parents both worked hard and still managed to put a home cooked meal on the table for us all. We spent weekends at the beach and on our sailboat. I was a good student and very social. I loved live music, and still do, along with the average weekend hangout with my best friends. I was also in Business Academy, where we developed a Virtual business as a class during my senior year. We had to execute every detail besides a physical structure. We went to trade shows and trips to businesses similar to our virtual

ones. One business was a Day Spa, so we visited Glen Ivy Hot Springs. I immediately loved the feeling there - so raw, natural and revitalizing. The spa offered a “Massage Under the Oaks”, an outdoor massage space with several rooms with oak doors and walls where the ceilings opened to the oak trees above. I felt a real connection there. Too bad I wasn’t listening to the little voice in my head then. I applied to colleges, assuming that was the right next step. Some I applied to in hopes of attending with my best friend. I wasn’t sure what I was going to do when I grew up, but I was March-April 2019

going through the motions. I applied for CalState University planning for a music Business major. My parents planned to retire and move to Washington state after I graduated. Since I was the last to leave the nest, they offered for me to join them, but the thought of leaving California and leaving my best friends sounded absurd to me. Sometimes the universe needs to force you in the right direction. In 2010, about 2 weeks before graduating I was forced to listen! I was passing classes, hanging out with my best friends... maybe partying more than I should. I was so focused on everything except my body. I remember having back pain and thinking nothing of it. The pain evolved to feeling more like I had the flu. I stayed home from school for a few days until my parents made me go to urgent care. Upon walking into urgent care, I went into convulsions. The physicians said they couldn't help me. I needed to go to the ER. I was taken there in an ambulance but I have no recollection of it. After some time later, I came to but time was all mixed up. I was in the hospital for 7 days but I spent most of it out of my body. Physicians determined I probably had a UTI (that I didn’t pay attention to) that eventually spread to my kidneys. That evolved into a kidney infection that spread to my blood causing me to become septic. My core was 109 degrees and my body was dying trying to fight this infection. The doctors prepared my parents for brain damage, on the off chance survived the sepsis. I recall being out of my body like it was yesterday. I was like a fly on the wall while doctors and nurses packed my gurney with ice, constantly asking me questions trying to solve the problem. My eyes were open but I wasn’t there. A lot more happened to me while I was in that in-between place, out of my body. The most important experience I had was meeting the healer within me. From that point on, I changed. I suppose near-death experiences have a way of doing that.

I was raised to be independent, hardworking, and to have class while doing it – I hold those values close. I absolutely love what I do and where I am going! I survived and I am fine today. I lost a lot of memories from that period, but I survived. My siblings dropped everything to come to the hospital during that week. I don’t remember seeing them but I felt their presence and it helped pull me through. Meanwhile, I missed my graduation that I worked so hard for. My friends went on to graduation night and into summer, having fun while I was home for 2 weeks straight with a PICC line for my antibiotics. It gave me a lot of time to think, to listen. I felt called to do something better. Life threw me down so I could learn to listen to my body. I knew I needed to help others listen too! I decided to go into massage therapy and get out of California. I moved to Washington. There happened to be an amazing

school there, Port Townsend School of Massage, near where I moved. That school will always have a special place in my heart and I hope to go back there to teach in the future. I learned that massage therapy is just the start. Our bodies are so intricately designed. Massage is a way to facilitate your own network of healing inside the body. I knew I needed a team of passionate health and body workers, working together and decided that I would own a Wellness Collective for this purpose one day. In 2012, I moved to Arizona and worked for Elements Massage for several years while doing in-home massages. I slowly grew my business without much conscious effort and realized that I finally had the clientele, but no brand or network yet. In August 2016, I began to branch out of Elements and was fully on my own by March 2017. Since then I have continued to expand in network, space, and clientele. Word of mouth and networking with like-minded professionals have been my source of marketing. I am part of an amazing team that is working to grow GFIT Solutions while building the Three Point Collective brand. Things continue to fall together naturally. Perhaps my true passion and fascination for the human body, as well as listening to my intuition, is what makes me successful. We all are born with strong intuition but grow up and tend to stop listening. That is the goal of my work, to help people listen to their bodies. And If I have done that, then I am successful. I was raised to be independent, hardworking, and to have class while doing it – I hold those values close. I absolutely love what I do and where I am going! I am a homemaker at heart and I definitely stay busy, but I would be bored otherwise. I love to cook and make a cozy home for me, my dogs, and my supportive man. His 4-year-old keeps things fun and adds to the busy schedule. Life and our bodies are in a constant need for balance. So, I take a deep breath, work hard and enjoy it. Stay classy ladies. Lead Up for Women 29

Lead Up Tips


Keep a journal on what you accomplished each day and take note on how that made you feel.

Create your own positive reinforcement so you continue to follow up on your goals.

1. 2. 3.


Project yourself into the future.


When you make your to-do list, find one task that you can delegate to someone else.

Sunday’s usually work best. Take time to do your laundry, clean your car out, meal prep, and to schedule the rest of your week so you aren’t scrambling each morning when you head out the door.


Carry a small notepad everywhere you go

Color code your calendar


Have one day a week dedicated to organization

Based on categories such as meetings, personal time, exercise or meditation, bill due dates, events, time with family etc. This way when you view your week at a glance you can see where you allot most of your time, and how you can improve your work-life balance.

Block off time in your calendar to take breaks By integrating short breaks into your routine, you will create a regular schedule and keep your mind organized.

30 Lead Up for Women

9. 10.

For example, play out a future meeting in your head, and create tasks around what would improve that meeting, how you could better prepare, then add these tasks to your calendar. Don’t overthink it.

Just knowing you took something off your plate will make you more efficient and organized.

Use it to write your shopping list, to-dos, random thoughts, and ideas. It’s portable, dependable, and never needs to be re-charged.

Keep your workspace organized

Keeping a neat desk reduces distractions, and motivates you to keep other areas of your life organized.

Categorize your emails

Most email programs allow you to stow messages into different categories. Have 10 different clients? Organize your emails by client for easy access. Subscribe to business newsletters? Keep those in a separate folder.


Every month when you are feeling a bit overwhelmed, there is no better therapy than purging. Create piles of clothes, books, cd’s etc., to either donate or toss to the curb. A decluttered space means a decluttered mind.

March-April 2019

The Women’s Series The Women’s Series The Women’s Series

Internet Radio Shows & Corporate Podcasts For Today’s Empowered Women

Internet Radio Shows & Corporate Podcasts For Today’s Empowered Women

Leadership is channeling voice.For Speak UpEmpowered to Lead Up. Internet Radio Shows & Corporateyour Podcasts Today’s Women Elevate your platform. Leadership is channeling your voice. Speak Up to Lead Up. Elevate your Leadership is channeling your platform. voice. Speak Up to Lead Up. Elevate your platform.


Kitchens Demetria Peterson, Senior Construction Manager, Checkers/Rally’s

The disruptors How the Checkers/Rally's brand continues to keep its competitors on their toes

Also Inside: A special supplement to:

Hops mania Cover story photography by Marina Delaine-Siegel, MDS Photographer

The disruptors By Michael J. Pallerino


hile building several Wendy’s franchises in the ’80s, Jim Mattei took a keen interest in how the burger chain’s customers were using the drive-thru and ordering burger combinations. It sparked an entrepreneurial thought. Working in tandem with his business partner, Herbert G. Brown, Mattei decided to start a new kind of burger franchise. In order to set themselves apart, they decided to make their burgers different from competitors like Wendy’s and McDonald’s. Rather than sell pre-made burgers, they made their burgers to order, ensuring peak freshness.

How the Checkers/Rally's brand continues to keep its competitors on their toes







In 1986, Checkers Drive-In Restaurants was born with a company mission to offer great tasting burgers at a value price. In 1992, Checkers revealed its first combo meal to the public—its signature Champ burger, a small fry and a medium drink for $2.29. A dynasty was afoot. In 1999, Checkers joined forces and became Checkers & Rally’s, the largest double drive-thru restaurant in the country. Today, with nearly 900 restaurants across the country, Checkers & Rally’s continues to be a fast-casual pioneer. Included in that definition was an 2012 appearance on the TV show “Undercover Boss,” in which CEO Enrique “Rick” Silva experienced an inside look at how his Checkers/Rally’s team operates. The plus was that the brand estimated that Silva’s appearance on the show was equivalent to $20 million in advertising for the company—another strategic step in the burger war battles. Commercial Kitchens sat down with Demetria Peterson, senior construction manager, to see what the brand is up to in 2019 and beyond.

Give us a snapshot of the Checker’s/Rally brand?

Based in Tampa, Florida, Checkers & Rally’s Restaurants Inc., is an iconic and innovative drive-thru restaurant chain known for its “Crazy Good Food,” exceptional value and people-first attitude. We operate and franchise both Checkers® and Rally’s® restaurants. Our food showcases bold, unique flavors, creating its own lane versus similar quick-service hamburger restaurants.

Walk us through how and why the restaurants are designed the way they are?

Our newest modular prototype is a single-lane concept that promotes operational efficiencies, all while keeping the walk-up and patio experience that so many of our guests enjoy. The exterior design with large checkered tiles, red LED lighting and iconic stainless wings are now angled with protruding canopies that grab our guest’s attention, creating a brand distinction within the industry. Our first-generation modular restaurants have two lanes that increase throughput and allow us to serve guests efficiently. The


We have nearly 900 restaurants and are planning for 65-75 new ones per year over the next three years.





T-style kitchen layout with dual sided prep promotes efficiencies within a small space serving two windows.

What changes are you planning for the first generation of modular restaurants?

Over the past few years, we have been remodeling Rally’s restaurants. We’ve seen tremendous growth in sales, employee engagement, guest satisfaction and ROI. We are now focused on a new re-image prototype for the Checkers restaurants. This design includes a crisp exterior with large checkered tiles like the new restaurant prototype. We updated our canopy design, incorporated more stainless appeal and introduced a towering blade wall. Our logo has been updated with a new oval design displaying our tag line, “Crazy Good Food.”

Take us through your construction and design strategy. With this design, we wanted to be as bold and crazy good as our food. We were also conscious of the impact this program would

Today’s guest has a choice where they will spend their time and money. They are looking for a brand that represents the values they hold for themselves and the diversity of their neighborhoods. have on our franchisees. It needed to be durable, cost efficient and easy to construct. When I came to Checkers & Rally’s in late 2017, I immediately began creating the components of a re-image program that met the demands from our employees, guests and franchisees. The design and construction team worked tirelessly to value engineer every component of the prototype, beginning with structural components and material finishes. Simultaneously, we built new tools and processes for the assessment, design and construction phases. We tested a few designs along the way, each one yielding more ideas to reduce timelines, cost and ease of construction. We introduced our new re-image prototype late last summer. It was met with optimism and excitement by our franchise community.

What trends are you seeing?

Modular construction. Checkers and Rally’s has been at the forefront of modular buildings since the brand’s inception in the mid 1980s. Others are now trying to





COMMERCIAL KITCHENS duplicate the success we are having. The idea is to build a restaurant offsite and speed up the entire construction process. As the underground work commences, your building is fast underway with minimal inspections needed. Within a few weeks, you are setting your building, hooking up utilities and preparing to open your restaurant. What’s more exciting is the cost that is much less (up to $100,000) than traditional ground up construction, and is not affected by weather and other timely delays. Another growing trend is technology, such as the use of time lapsed cameras and commercial drones. Not only can you keep tabs on your project from the comfort of your laptop, tablet or phone, it is now being used to assess and survey current conditions used in the planning phase. There’s much more to come in its ability to collect data that can be used to expedite the construction process.

When designing for a new location or simply remodeling an existing restaurant, I look for ways to enhance the experience for our guests.

What’s the biggest issue today related to the construction side of the business?

Labor shortages have been a growing challenge for this industry. Specifically, the electrical and plumbing trades are the most in demand at a time when construction is at it’s all time high for retailers, governmental agencies, education institutions and restaurants. I am confident this will improve now that more students choosing to attend technical colleges where they can learn a trade and become a part of the workforce in less time than traditional four-year colleges. We still need engineers, but I am excited to learn there are many programs now that allow high school students to earn college credits while gaining technical knowledge useful in our industry.

What do you see as some of your biggest opportunities moving ahead?

Expediting the development plan against rising construction costs.

What is your growth plan?

We have nearly 900 restaurants and are planning for 65-75 new ones per year over






the next three years. We have a strong approved pipeline and we continue to attract new franchisees who are equipped to develop large markets across the U.S. Simultaneously, we are re-imaging our existing portfolio of company and franchise locations. This dual approach allows us to update our image and gain market share in a very competitive QSR industry.

What is the secret to creating a “must visit” environment in today’s competitive landscape?

When designing for a new location or simply remodeling an existing restaurant, I look for ways to enhance the experience for our guests. Does the building provide distinction from our competition? Is the signage properly placed to capture the guest’s attention? Are the entrances, parking lots and drive-thru areas well lit, beautifully landscaped and easy for our guests to navigate around the site. My goal is to attract the guest, engage the guest, and satisfy the guest so they return again and again.

What is today’s consumer looking for?

Today’s guest have a choice where they will spend their time and money. Some are looking for inviting environments to hang out and enjoy an afternoon meal. Others prefer digital ordering and delivery options. We provide both. Most importantly, they are looking for a brand that represents the values they hold for themselves and the diversity of their neighborhoods.

Tell us what makes the Checkers/Rally brand so unique?

It’s a family, from our restaurant and support teams, to our franchisee family, we take care of each other. This brand has been around for decades, but is relatively unknown to many parts of the country. We are in the midst of tremendous growth, so we’ve brought on talented resources to transform the brand from restaurant operations to restaurant growth. The support we receive from executive leadership empowers us to be innovative, collaborative and decisive. CK

One-on-One with... » Demetria Peterson

Senior Construction Manager, Checkers/Rally’s

Describe a typical day. I am working on many different initiatives right now, so I have to be strategic with my time. I begin by defining the most important outcome for the day, the week and the month. This could range from a collaboration meeting with my team or walking a site with a franchisee. Many days are spent planning with cross-functional departments and executive leadership. At the end of every day, it is important for me to feel that I have provided good direction, listened to great ideas and made a contribution to the future of this brand. What’s the most rewarding part of your job? I love being in the field sharing some windshield time with a franchisee or visiting a project under construction. What was the best advice you ever received? Do what you say you are going to do. Trust is an important part of a relationship so it’s critical that you communicate and meet expectations.


What’s the best thing a client ever said to you? I spend a lot of time planning and solving problems so when someone thanks me for just listening, I am humbled and appreciative. Name the three strongest traits any leader should have. Leading with integrity and transparency, communicating with a level of humility and empowered accountability. What is the true key to success for any manager? Be a good resource to remove obstacles, mentor and support your team. How do you like to spend your down time? Sitting on a dock with a fishing rod or traveling with my family and friends. What book are you reading right now? “Good to Great” by Jim Collins. Although this will be my third time reading this book, I always learn something new I can implement right away.





Hops mania

Why something is always brewin’ at Triskelion By John Vastyan


here may be something in the water in North Carolina that’s driving its residents to beer. Travel across the state and you’ll bump into one of its 257 microbreweries. In fact, the state now ranks eighth nationally for the number of microbreweries, and fifth in year-to-year growth—topping $2 billion in revenue a few years ago. Think of it: North Carolina's hops-brewing enterprises now produces more than 1,300,000plus barrels of beer annually. That’s five gallons of beer for every person over the age of 21. Enter Triskelion (pronounced “triss-kill-eeon”) Brewing, one of the fastest-growing microbrew enterprises in North Carolina. Triskelion ( is located in Hendersonville, 75 miles west of Charlotte. A triskele, or triskelion, is an ancient Celtic symbol that includes three symmetrically-joined spirals. The brewery’s logo shows the triple-spiral design, now representing the three crucial beer ingredients: water, barley and hops. Young entrepreneurs and co-owners/brewers Jonathan and Becky Ayers are as passionate about the new facility as they are about new blends. And with a growing customer base, they’re also developing a great social media following. And let's not forget about that brewery. “Every detail about our facility was been planned from the beginning,” Jonathan says. “A few years ago, we





started with a blank slate, creating a dream with no constraints. Today, I’m pinching myself; I can’t be sure I’m not still dreaming. The couple just completed construction of two new structures—the brewhouse and the taproom. “The brewhouse is about as automated as you can get without being a large brewery,” Jonathan says. “The computer automation saves me countless hours of guesswork. It gives me the time to develop and refine [beer] recipes. Even our water and drainage systems are state-of-the-art.” In the 2,400-square-foot brewhouse, there are seven barrel fermenters that produce up to 14 barrels of beer each day. The system also allows for major expansions down the road. “As we got close to construction time in early ’17, we changed our plan of having one combined building for the both brewhouse and taproom,” Jonathan says. “Ultimately, we decided to make sure the brewhouse was completed first, with a tasting room right inside the brewhouse.” The experiment worked. Appreciative customers enjoyed their experiences so well that Jonathan and Becky couldn’t help wondering: Should we have built a bigger place?

Oasis, with beer

The tasting room had 12 taps, all of which were moved into the new taproom facility. Outside is the biergarten, which Becky says has a contemporary look and design. “We want customers to feel like they’re on a rooftop bar—a lofty experience with loads of fresh air and plenty of great beer.”



The taproom offers 2,500 square feet on the lower level and additional 1,800 square feet upstairs. Each level has 30-plus taps. The downstairs is where the main taproom space includes a small stage; the upstairs offers a separate bar and space for overflow. Long before Triskelion was conceptualized, Jonathan and Becky were home-brewers for a decade. Jonathan worked for more than 20 years in construction, so that added tremendously to his ability to bring (then) wannabe brewer’s dream into reality. The brewery began with very deliberate planning, sketches and research. In those early years, Jonathan also attended college and aced classes while earning a General Brewing Certificate, Cicerone Certification Certified Beer Server and Beer Steward certification, among others. When they finally saw the opportunity to buy a property, well-suited to the

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location of a microbrewery, they jumped. “We were so fortunate,” Jonathan recalls. The empty lot sat in the middle of the town’s then-struggling historic district, offering a unique opportunity for the development of the new, modern gem that Triskelion has become. It helps immensely that the area is experiencing a Renaissance—now unshackling its old stigma as a once-dangerous, depressed neighborhood. The area has evolved into a thriving business center with two breweries and multiple places to eat. The other brewery in the area is Southern Appalachian Brewery. “The more [breweries], the merrier,” Becky says. “Fortunately, folks who enjoy craft beer enjoy variety. And, typically, they move around among friends—like friendship on the roam. And it also helps a lot that we’re on friendly terms with the owners and managers of the other brewery.”

focus of new state and federal regulations, very difficult and expensive to implement as a retrofit, yet easy on the front-end. Jonathan refers to it as “spending money on the backbone.” By that he means the equipment, products and technology around which all facets of their operation are built: like systems that prevent water loss or improve water quality. “As we planned, we spoke with a lot of microbrew owners,” he says. “The name ‘Watts’ kept coming up, so we looked further. Among other things, we learned that they had drain systems that fully resisted the challenge of acidic, ingredient and residue-rich or super-hot drainage. For instance, some of our new drains have collection baskets, easily removed after draining loads of hops effluent.” After speaking with Daniel [Daniel Clyburn, with Charlotte-based manufacturer’s rep firm, Smith & Stevenson, and Watts sales manager, Jimmy Hunt, they decided their OneWatts, single-source provider

All in the details

The Ayers are developing a brewing study scholarship fund to help students at nearby Blue Ridge Community College.

Some of the most important decisions gave the Ayers a foundation for their future there. Jonathan says few would have guessed that those most-important decisions had to do with building infrastructure, drainage and water conservation. Today, these issues are the

program made great sense to us. So they purchased every technology they could from them. “The idea also sounded good to Scott and Phillip Duncan, owners of Rutherfordton, North Carolina-based Duncan Plumbing, who they chose to do all the plumbing work. The solutions installed at Triskelion for the brewhouse, fermentation and packaging rooms, the taproom and outside bar included: Process wastewater systems—Three separate HygienicPro trench drains: a total of 75 feet. One is in the brewhouse and the others have roles in the fermentation and packaging areas. These feed into 80 feet of push-fit stainless steel BLÜCHER pipe under the brewhouse because of the need to dump high-temp (180 degrees F) slurry into it—way too acidic for iron, and too hot for composite. Process water supply—Carbon water filtration cartridges were installed on the city water line feeding the brew house (each lasts three to four months and cost only $8 to replace, and can be bypassed for washing), and the water supply for the new taphouse. Gas supply—A Dormont stainless steel gas connector is attached to the brewery’s tankless (domestic) water heater. Sanitary drains—25 feet of DeadLevel composite trench drain was installed behind the main taproom bar, with stainless steel grate for easy cleaning. Also, there’s a BLÜCHER WaterLine channel, minitrench drain for the outside bar.



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What’s brewing


Jonathan admits he’s a lager fan. But that doesn’t get in the way of putting those 30plus taps to good use, with loads of variety to meet their customers’ wildly differing interests and tastes. In addition to the lagers, Triskelion now offers more than a few IPAs, an ESB, a Scotch Ale, pale ales, and then some. “I really like digging into brewing history, and lean toward some of the old styles, combining them with newer styles, techniques, and ingredients to create entirely new beers,” he says. For example, they have one beer that’s a fusion of an old Norwegian style beer with a modern-day IPA.

The colors of success

The Triskelion taproom offers 2,500 square feet on the lower level and additional 1,800 square feet upstairs. Each level has 30-plus taps. The downstairs is where the main taproom space includes a small stage; the upstairs offers a separate bar and space for overflow.

At Triskelion, inspiration in the craft brewing trade also has an artistic side. Outside-of-the-box thinkers that they are, the Ayers decided to colorize their craft when they painted the facilities with a little-known “beer hue standards” theme (the Standard Reference Method, abbreviated as SRM, is the color system used by brewers to specify finished beer and malt color). It’s an esoteric that only brewers are typically familiar with but why not incorporate some of the colors into their painting scheme? “All

exterior colors line up with known SRMs for Imperial Porter brown, IPA orange, pale ale yellow, and foamy white,” Jonathan says. Inside, they have three greens for hops colors: hops cone, leaf and vine stem. The colors also make sense in that finished beer colors are on the outside and inside: the beer ingredients.

Giving back

Jonathan and Becky are developing a brewing study scholarship fund to help students at nearby Blue Ridge Community College. “It’s an exploding field of study, and BRCC’s courses are excellent and expanding. They’re helping to train the next generation of brewers,” Jonathan says. So, for students—including a growing number of women in the industry—Triskelion’s pros will help train them. And for those who excel at the craft, they also could win scholarship funds and internship opportunities there. At the school, students are currently learning what it takes to be a brewery sellerman (aka “yeast wrangler”), packaging or quality control experts, brewer’s assistant, shift brewers, assistant brewers and head brewers. Who’d have thought so much can go into that malty beverage so many American’s simply take for granted? CK

John Vastyan is president of Common Ground and a senior contributor for Commercial Construction & Renovation magazine.




SOUND MATRIX By Robert Marshall



xplosive population growth has a direct effect on building design, especially when it comes to creating enough flexibility to adapt to ongoing change and delivering the hospitality-like experience that patients want. Harris County, Texas, home to Houston, is one of the fastest growing counties in the nation. From 2000 to 2016, the metro area’s population exploded from 3.4 million to 4.6 million. This swelling of new residents, combined with an aging population, has placed considerable demand on the city’s hospitals to rise up and meet the needs of a changing populace. Houston Methodist West Hospital in the suburb of Katy was completed in 2010 at a finished size of 447,000 square feet, and uses CertainTeed Ceilings products throughout the building structure. The hospital is now constructing a 228,000-square-foot expansion to support the needs of its patient com-


Photography courtesy of Geoffrey Lyon

Designing spaces for patient comfort with targeted acoustics





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munity—particularly in the areas of women’s birthing, emergency services and surgical services. For this new project, the architects have once again returned to CertainTeed Ceilings to source the acoustical products for the new structure. The project is a textbook example of how hospitals must carefully plan their expansions to not only seamlessly integrate with the existing design, but to also ensure the proper balance of function, comfort and aesthetics. Houston Methodist West Hospital is achieving all of these goals with the help of targeted acoustical design.

original structure and expansion, but also a maintenance of proper acoustical performance throughout all of the patient areas. One of the key elements of this strategy was specifying the same high-quality building products as they had used in the original structure. Page used CertainTeed Ceilings products in the original construction. “The acoustical properties, visual appeal and cleanliness were all desirable and performed very well," says Brian Gray, principal for Page. "We put a high emphasis on quality of environment.”

A partner in progressive design

Houston Methodist West Hospital prides itself in its forward-thinking, hospitality-like design—especially from an acoustical perspective. They believe controlling noise levels is a key factor in how positively (or negatively) patients perceive their visit. Therefore, Page was careful to use high-performing acoustic ceilings and carpet throughout the corridors and focused specifically on acoustical treatments at all of the nursing stations.

“Acoustic control is a huge factor in patient satisfaction as it really reduces the noise levels of what otherwise could feel like a busy, high-stress unit.” – Brian Gray, Principal, Page

A hospital built for growth

When acclaimed Texas-based multidisciplinary architecture and engineering firm Page began its award-winning design of the hospital’s initial structure in 2007, planning for future expansions was top of mind. The firm knew that West Houston was forecast to become the population center by 2020, so the architect designed the original six-story structure to accommodate two separate 228,000-squarefoot expansions that could take place at a future date. Design of the current expansion began in 2014 and allowed for the addition of 95 patient beds and 22 emergency rooms, as well as a larger maternity unit and medical imaging center. Throughout the project, Page not only emphasized seamlessness between the


“Acoustic control is a huge factor in patient satisfaction as it really reduces the noise levels of what otherwise could feel like a busy, high-stress unit,” Gray says. “Although the unit is really bustling, at the same time it feels like you’re the only patient there. It has a very quiet presence and I think it’s very satisfying for the patients.” Achieving this type of result requires an openness to discussing challenges and finding solutions. “You can combine different products in the same space and achieve different acoustical performance, dependent on what you’re trying to do,” says Matt Walker, sales rep for CertainTeed. In essence, what Page did was use a combination of products to achieve a cohesive finish with varying acoustical properties. This type of targeted acoustical design allowed them to achieve different sound control goals without having to compromise on aesthetics.

Creating a targeted design

Page chose to use Symphony m (with sound-blocking mineral fiber) and Symphony f (with fiberglass for sound-absorption) in patient areas.



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From healthcare to hospitality

The Houston Methodist West Hospital expansion is the perfect merging of design and function, with the new building created as a fresher, highly functional extension that feels like a natural offshoot of the original building. The design helped remove the sterility that is inherent in many traditional healthcare facility designs. “[The acoustic ceilings] really push the envelope of healthcare design by giving it a high quality aesthetic that deviates from some of the healthcare projects we have

The project is a textbook example of how hospitals must carefully plan their expansions to not only seamlessly integrate with the existing design, but to also ensure the proper balance of function, comfort and aesthetics.

For lobby areas and open spaces, it selected Ecophon® Focus™ Dg (with a semi-concealed design) and Ecophon Gedina™ (a high-end, high-density fiberglass) to help with sound absorption while still creating a high-end, visually pleasing aesthetic. Each of these areas had different acoustical needs, but many of them required the same finish and a continuity of design. Page used both 2-foot x 2-foot and 4-foot x 4-foot panels throughout the hospital, which made the finished spaces look custom and unique. The designers were therefore not only able to create an aesthetically pleasing finish that fulfilled their vision, but they were also able to mix and match tile based on a space’s unique acoustical requirements without any visual change in appearance.

seen in the past,” Gray says. “It is really moving hospital design forward into hospitality, where we help make the patient and family feel comfortable. I think the acoustic ceilings have a lot to do with that, not only in their style but also in their performance.” In both the initial building design and in this expansion, Page has received many positive reviews for the comforting environment it has created within the hospital. This is especially important to them because the Houston Methodist system is one of the top hospital systems in the nation, from both a patient-satisfaction perspective and an employment perspective. “We get compliments from everybody—patients, staff and visitors—every time we visit, because it’s a place where they feel very comfortable “Gray says. “And that’s not always something that can be said about a hospital. We take some pride in being able to deliver a project that provides that level of comfort.” HC

Robert Marshall is the senior technical manager for CertainTeed Ceilings and a lifelong participant in the commercial ceiling industry. He is the product of one of world’s first acoustic ceiling contracting businesses—a company founded by his family in 1927.




By JoAnne Castagna

2016 photo of the old culvert that had two circular pipes with a total diameter of 36 inches. Pictured are Rifat Salim (left) and JoAnne Castagna, Public Affairs. Credit: Graydon Dutcher.



The trickledown effect

How protecting water quality has had a positive impact on the NYC water supply


team of engineers are gathered on a long empty country road in the Town of Harpersfield, New York. All that’s heard is the steady drum of rain on

their umbrellas. They’re reviewing a new culvert—a large pipe—they constructed that runs under Odell Lake Road and transports Lake Brook from one side of the road to the other.



2016 photo of the old culvert’s stream banks filled with shrubs and debris. Credit: JoAnne Castagna, Public Affairs. The rain, which been going on for days, is a nuisance, but welcomed by the team from the U.S. Army Corps of Engineers because it’s proving that the culvert is successfully performing its job. If it were weeks earlier, the road would have been flooded because the previous culvert was damaged. But the success of this project has much bigger implications. By controlling flooding, the culvert is also improving the water quality of the brook for aquatic life and New York City’s water supply. After Lake Brook travels through the culvert, it eventually flows into the West Branch Delaware River, which eventually streams into the Cannonsville Reservoir in Delaware County. This reservoir supplies almost 97 billion gallons of water to the New York City water system. (See sidebar, "A New York City Watershed Moment, page 158). A damaged culvert can jeopardize the quality of this water. The previous culvert was damaged because of years of storm-


“This program funds projects that are protecting the water quality of New York State’s watersheds that provide drinking water to millions of New York City residents and businesses.” – Rifat Salim, Project Manager, U.S. Army Corps of Engineers, New York District


water impacts due to it being undersized. During storm events, high water from Lake Brook streamed and plugged the undersized culvert, which triggered the water to over top and flood the Odell Lake Road. When this happens it can cause stormwater runoff. This is when water from the road sweeps up contaminates and transports them to bodies of water, such as brooks, adversely affecting the water. Stormwater runoff can also damage roads and accelerate streambank erosion. When streambanks are eroded, it makes is easier for soil and pollutants to travel from roads into bodies of water. This pollution can have a damaging effect on the stream’s health and the quality of the water that eventually makes its way to the water supply. A new culvert was constructed and the culvert’s streambank was restored as part of the Army Corps’ New York City Watershed Environmental Assistance Program.

Photography by Nacása & Partners

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A New York City Watershed Moment The New York City watershed region encompasses approximately 2,000 square miles of land north of New York City. The land includes three watershed systems—The Catskill, Delaware, and Croton Systems—that are located in the counties of Greene, Schoharie, Ulster, Sullivan, Westchester, Putnam, Dutchess and Delaware. A watershed is an area of land that catches rain and snow that drains or seeps into a marsh, stream, river, lake or groundwater. This water eventually gets stored in reservoirs, a place where water is collected and kept for use when wanted, such as to supply a city. The New York City Watershed System provides more than 90 percent of New York City's water supply. This comes to approximately 9.5 million people. New York City makes sure that this water is safe by treating it at the source rather than building a costly filtration plant. The source is the land that surrounds the streams, rivers, lakes and reservoirs. “In 1996, all of the municipalities in the New York City watershed region came to an agreement," says Rifat Salim, project manager, U.S. Army Corps of Engineers. "They wanted to avoid the creation of a huge filtration plant. Instead of a plant they agreed to have small projects throughout the region to provide the public with clean water with minimal filtration. This is how our New York City Watershed Environmental Assistance Program came about."


“This program funds projects that are protecting the water quality of New York State’s watersheds that provide drinking water to millions of New York City residents and businesses,” says Rifat Salim, project manager, U.S. Army Corps of Engineers, New York District.

Group effort

To perform this work, several agencies collaborated with the Army Corps, including the Delaware County Soil and Watershed Conservation District, New York State Department of Environmental Conservation, New York City Department of Environmental Protection and the Town of Harpersfield.

Graydon Dutcher looking over the new culvert that is successfully working in torrential rain conditions. Credit: JoAnne Castagna, Public Affairs.


The new culvert is larger, allowing a greater amount of water to flow through and reduce the chances of flooding during storm events. Graydon Dutcher, stream program coordinator with the Delaware County Soil and Water Conservation District says the previous culvert was two circular pipes with a total diameter of 36 inches. The new culvert is almost seven times larger. “The new culvert is designed to withstand a 100-year storm event, plus 20-percent additional water flow,” Dutcher says. This is a flood whose strength and water height is predicted to occur, on average, about once in 100 years.

The project team looking over the new culvert as it works successfully in torrential rain conditions. Credit: Graydon Dutcher.

Less flooding also means less stormwater runoff, resulting in a healthier brook and cleaner water supply.

Less flooding means a safer community. “During storm events, the old undersized culvert would plug up with woody debris causing water to overtop the culvert and flood Odell Lake Road, making the road an unreliable access route in an emergency," Dutcher says. Odell Lake Road now can provide access for people and emergency responders to Stamford and areas North in the county when the West Branch of the Delaware River and its tributaries flood the lower valleys." Less flooding also means less stormwater runoff, resulting in a healthier brook and cleaner water supply. To further control stormwater runoff, the streambanks along the culvert were restored and stabilized. Rock was placed along the banks to hold down the fine sediment from running into the brook. With the previous culvert, the stormwater movement overtime carved or scoured out a pool in the bed of the brook, further increasing the flow of sediment into the brook. The rock placement is stabilizing the banks, preventing this from occurring in the future. To provide additional stabilization, native vegetation was planted along the banks including, willows, dogwoods and apple trees. “Flood

waters will drain from the road and filter through this vegetation before entering the brook,” Dutcher says. The plant’s roots stabilize the soil and the vegetation traps and absorbs sediment and pollutants, like harmful phosphorus and nitrogen particles, from entering the brook. This improves the quality of the water, maintains the brook’s temperature and fosters the creation of fish and aquatic habitats. A healthy environment for aquatic life also includes the ability to migrate and breed. “The old culvert did not allow for fish passage up stream of the culvert," Dutcher says. "The new culvert has a natural stream bottom through it and allows for all organisms to freely pass under the road.” This project also addresses the future threat of climate change. Dutcher believes that with the possibility of increasing storms events, climate resiliency knowledge like this is needed. This project serves as a great reference on how to replace undersized structures. With the new Odell Road culvert in place, the sound of heavy rain is no longer a threat of flooding for the Harpersfield community. Instead, it’s a reminder that their new culvert is helping to keep their community safe, as well as improve the water quality of their brooks and streams for aquatic life and New York City’s water supply. FC

Dr. JoAnne Castagna, a Public Affairs Specialist and Writer for the U.S. Army Corps of Engineers, New York District, is a senior contributor to Commercial Construction & Renovation. She can be reached at



An air of beauty

Landmark Charleston Coliseum and Convention Center lights a warm welcome

By Jason Broadhurst


he Charleston Civic Center has been the meeting point for this West Virginia capitol city since 1959. The site has seen many renovations and expansions over

the years, but none so grand as its transformation to what is now known as the Charleston

Photo Credits: Rick Lee

Coliseum & Convention Center.





Ensuring the grounds are as inviting at night as they are during the day involved very intentional lighting choices.



The two-and-a-half year, $107 million project included mechanical and electrical work in the coliseum, but the focus was on the renovation of 266,000 square feet of convention center space, including the addition of a 25,000-square-foot ballroom, meeting space, state-of-the-art kitchen and a grand entranceway. A lot of attention was placed on the exterior surroundings. The city wanted to take full advantage of the facility’s unique location on the Elk River, with the addition of a riverfront park and other outdoor spaces for cocktail parties and art installations. Ensuring the grounds are as inviting at night as they are during the day involved very intentional lighting choices. ZMM Architects & Engineers, GAI Consultants, Robert S. Kimball Associates Inc. and M & L Electric Co. were tasked with creating the lighting scheme. Luminis’ Lumistik CL840 column luminaire was selected to line the driveways and walkways surrounding the façade and leading up to the new convention center entrance.


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AN AIR OF BEAUTY The sleek and modern 14-foot high column features an LED housed in a 50-inch high white acrylic cylinder. Its base is a matte silver corrosion-resistant aluminum alloy. The overall effect is designed to provide a uniform column of illumination. “We were looking for something that did not overpower or underpower the space,” says Robert S. Kimball, president of Robert S. Kimball Associates, Inc. “The fixture provides excellent visibility and safety with 360 degrees of illumination along the walkway, but it’s a controlled light without being harsh. Everything has a white opaque color to it, with no hard edges.”

A watery entrance

Guests who choose to arrive at the venue via boat are well-serviced with docking facilities and a pathway leading up to the Center. The landscaping in this area is quite unusual—the new convention center lobby and

The lighting also serves to highlight the center’s building supporting columns along the path, providing a striking reflection when viewed from across the river. reception space is elevated and cantilevered over a low slope that leads to the water. Finding the appropriate lighting to offer a safe and secure environment for boaters and pedestrians was paramount. A series of Luminis’ Syrios SY810 exterior ceiling fixtures are installed along the overhang. The unique design of the SY810 enables the light module to be aimed exactly where the light needs to be—in this case the light is directed down to the pathway and docks below, ensuring safe passage. The lighting also serves to highlight the center’s building supporting columns along the path, providing a striking reflection when viewed from across the river. The Syrios fixture is known for its durability, providing superior lighting performance that will withstand the rigors of a West Virginia summer or winter, whether wet or dry. The project specifications clearly mandated that the most energy-efficient LED fixtures be provided. Both Syrios and Lumistik high-performance luminaires exceeded the project requirements. The post-renovation facility is now significantly more energy-efficient across its daily operations, including its lighting. The city of Charleston anticipates that the renovation of this landmark will be a positive investment for the community—and the state of West Virginia—as it seeks to attract more convention visitors to the city and stimulate more tourism. But it will also be a gathering place for its own citizens. Striking building design and inspiring landscaping and lighting create the right combination of awe and warmth that will welcome visitors for many years to come. CCR



Jason Broadhurst is Director of Marketing with the Luminaires Group, a leader in the specification grade lighting industry. He heads up the marketing activities of the group’s unique niche brands (A-Light, Cyclone, Eureka, Luminaire LED and Luminis), which provide a wide range of innovative lighting solutions for both interior and exterior use.



Changing the game T Sourcing rarities for metropolitan design By Matt Assenmacher



he five-star St. Regis Bal Harbour Resort, located on an exclusive stretch of Miami Beach, opened in 2012 and has since earned a reputation as one of Miami’s most luxurious destinations. Known for its prime location and modern take on art deco décor, the oceanfront property is known for making luxury a top priority through continual investment in quality accommodations and amenities.


CHANGING THE GAME The resort took that commitment to an entirely new level with its most recent refurbishment. You might say it took flooring to new heights with materials so rare it required dedicated sourcing halfway around the globe. The St. Regis brand dates back to the early 20th Century when the first resort opened in New York City. The portfolio has since expanded to more than 60 locations across the globe. The top-tier hotel chain is renowned for its aspirational design, impeccable service and attention to detail. Steeped in history, this brand was a perfect fit for Miami’s Bal Harbour region. The coastal village turned vacationer’s paradise, like much of Miami Beach’s historic district, is marked with retro elements that incorporate the colors, architecture and geometric accents made popular in the 1920s. Designers behind the St. Regis Bal Harbour managed to marry the area’s art deco elements with both midcentury glamour

and modern Miami culture. In line with this vision, the resort is appointed with exquisite works of art and exclusive details unique to the property. In celebration of its fifth anniversary, the resort devoted $35 million in extensive enhancements to better entertain and accommodate guests, investing in a new restaurant, revamped suites and a significant lounge expansion in its one-of-a-kind lobby. The reimagining of the lounge area was considered the most challenging of these projects because, unlike new construction undertakings, it would require flawless continuity with the existing lobby; specifically, demanding the same signature, slick black floors throughout the ground-level addition.

Matching intent with precision

The lounge expansion, set to extend approximately 2,000 square feet, called for the precise sizing and pattern of a very rare material—black peony granite. This distinctive material, quarried exclusively in select regions of China’s Henan province, is marked with unique, white and green fossil “blooms” branching throughout its jet-black surface. Due to its limited availability, black peony is primarily used for artistic carvings, as large, commercial quantities of slab and tiles are few and far between.

Installers worked hand in hand with the general contracting team to pick up where sourcing left off to complete the project ahead of deadline.

Completed lobby expansion


In fact, the St. Regis Bal Harbour’s use of this stone—also dubbed God’s Flower granite—marked its first commercial application in the United States. Rare products become rarer still when aesthetic specifications come into play. For this project, it was critical that the density and hue of each flower formation match the granite of the existing lobby. Too many or too few “blooms” in the granite would have created a disparate transition between the existing and forthcoming lounge installations. Another key consideration was material sizing: pre-expansion, the existing lobby floor featured a repetitive design, 15 feet x 15 feet, comprised of 36 stone pieces in six different sizes—a pattern the designer wisely insisted on continuing throughout the new installation. Due to the larger stone dimensions required to fit this pattern, there was a nonnegotiable requirement to secure granite slabs sizable enough to meet project specifications.


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CHANGING THE GAME selection personally to ensure each block met the size and pattern requirements. While overseas, the team also visited the factory where the granite blocks would be processed into tiles to ensure the facility met the quality and production standards expected by the St. Regis brand. For ViaMaris and the general contracting team, the time invested in pre-planning for the project paid off. When the ViaMaris team arrived in Henan to meet with the supplier, they discovered that the quarry’s elevation and lack of accessible roads would require additional time for transportation. Processing was temporarily placed on hold, as well, until early spring as the granite could not be transported down the quarry’s steep slopes in the peak of winter. If these unknowns hadn’t been accounted for in the planning process, the team would have run the risk of delaying Matt Assenmacher, along with fellow ViaMaris Managing Partner, Robert Muramatsu, on a visit to the black peony quarry in the Henan province in China. the project. Once the weather had thawed, the raw blocks were shipped to the fabrication facility and the processed tiles were Given these intricate, important delivered to the United States approximately factors, it was clear that specialized and eight weeks later. meticulous material sourcing would be Once the black peony granite had needed to meet the designer’s intent. So, been sourced at the specified pattern and while cost was certainly a consideration, size, it was time to kick off the installation finding material that would serve as a process. The project’s general contractor seamless transition to the existing floor worked with Top Tile & Stoneworks—Viatook top priority. Maris’ sister company—for the installation. Exceeding expectations As the natural veining found in black When the project’s general contracting peony granite renders the material prone to team was handed the material specificracking, it was important to secure a partcations and tasked with tracking down ner with a proven track record of precise the rare granite, they turned to ViaMaris handling and installation, as well as the Imports—a partner on nearly 25 projects in ability to make informed recommendations the decade leading up to the St. Regis Bal on proper post-install care instructions for Harbour renovation. specialized materials. To deliver precisely sourced tile and Installers worked hand in hand with stone products, often at significant savings, the general contracting team to pick up ViaMaris has developed an extensive network of overseas suppliers where sourcing left off to complete the project ahead of deadto help procure hard-to-find materials—a differentiator that would line, culminating in a stunning finished product that matched the be necessary to completing the lobby extension as envisioned. designer’s intent. ViaMaris quickly identified a supplier in Henan that could deliver In the end, the project’s challenges also served as its rewards. the needed black peony; however, the quarry was no longer actively Finding an exact match for such a rare material while still accommodatexcavating granite from its source mountain, so the supply for the projing the pattern requirements was extremely satisfying to all involved and ect would need to be hand-selected from the existing block supply that supported the maintenance of the St. Regis Bal Harbour Resort’s reputawas stored on-site. ViaMaris executives flew to China to oversee this tion as an impeccably designed, must-see Miami destination. CCR

Rare products become rarer still when aesthetic specifications come into play. For this project, it was critical that the density and hue of each flower formation match the granite of the existing lobby.

Matt Assenmacher is founder and managing partner of strategic sourcing firm ViaMaris Imports, and managing partner of commercial flooring and stone contracting business Top Tile & Stoneworks. For more information, visit and, email or call 407-296-0113.



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Become part of a program that helps forge strong relationships with high-level decision makers CIRCLE NO.58



Risky business Be proactive T to mitigate risk on your jobsite By Ken Pittman


here is risk involved with any construction project, no matter how big or small. Every contractor or project manager is involved in a daily balancing act, making sure risk doesn’t outweigh return. Risks can be physical, like injury or theft. They can be intangible like loss of reputation for a job gone wrong. While some risks, like weather delays, are out of your control, there are steps you can take to proactively manage and mitigate risk on your jobsite. Training, planning, safety protocols, documentation procedures and new technologies all have a role in mitigating jobsite risks. Every precaution involves an investment of time and money, but experienced construction professionals know that what you pay for preventative measures is unlikely to outweigh the cost of litigation or contract


loss. Money and time spent on risk management is almost always a wise investment. Factors affecting the construction industry today make it even more important to prioritize proactive risk management. From inexperienced workers to a rise in jobsite theft, the stakes are higher than ever before.

Labor shortage

Everyone in the construction industry and the skilled trades is experiencing the effects of the labor shortage. In recent years, fewer young people have entered the field, while baby boomers are retiring at a rapid pace. While it’s true that job security, higher wages and no student debt are tempting some young people into the construction labor force, the influx is not keeping up with demand.





PERSPECTIVE This means that construction companies and subcontractors are filling the gaps with less experienced workers, and there are fewer seasoned workers to provide mentorship, monitoring and training. This creates two problems when it comes to risk: Inexperienced workers are more likely to get hurt on a jobsite, and they’re more likely to make costly mistakes that impact job quality. Technologies like jobsite cameras and wearables that monitor workers’ movements can help project managers keep track of all workers on a jobsite and pinpoint safety risks or improper work. This way, they can address the issues before they become emergencies. Jobsite cameras can also provide valuable documentation if accidents happen. Another way to mitigate the risk of employing inexperienced workers is to provide off-site training instead of on-the-job training, making the best use of your seasoned workers’ time by allowing them to train multiple new hires at once. The controlled environment will keep the new hires from harm during the training and onboard-

However, it is possible to find efficiencies with technology and planning that can allow your company to take on more work without sacrificing safety or quality, working smarter—not harder. If your company is still dependent on pen-and-paper management, embracing technology for tasks like time cards and jobsite monitoring should be a priority before you take on more work. In the construction industry, time is everything. Rework and delays can become incredibly expensive if the project goes over schedule because every day of work is costly. There may be contractual penalties, and, with loss of reputation, you may find it harder to acquire new jobs. Finding efficiencies with technology will help you save time, take on more work and boost profitability.


Construction sites are prime targets for thieves, especially if left unattended. And with cost of construction materials and equipment on the rise, theft has an increased impact on profitability. Thieves will take anything on a jobsite that isn’t nailed down—and some things that are. Haulable pieces of equipment like trailers are ripe for theft. Scrap metal theft is so rampant that all 50 states have passed laws to discourage the practice. Technology also offers solutions to mitigate losses from theft. Worksite cameras can both deter and catch criminals in the act. Geofencing your jobsite and outfitting equipment and materials with tracking devices will let you know where everything is and whether anything leaves your site that shouldn’t. In addition, take steps so your jobsite doesn’t look like an easy target. A fenced, well-lit site with a secure entryway will deter thieves, even if you can’t afford aroundthe-clock security. Put locks and other immobilizing measures on all equipment.

Creating a safe, clean workplace is the right thing to do for your employees and subcontractors, but it is also a smart business move for any construction company. ing process. Adding a hands-on element lets them learn the job before they start working on jobs for clients. Keep in mind that subcontractors may have an abundance of inexperienced new hires, too. Safety procedures should be clearly defined and compliance required of all subcontractors and their workers.

Overloading and lack of efficiency

In the wake of the 2008 construction bust and the recession that followed, some contractors might want to take all the work they can get in the current construction boom. They might be tempted to take on more work than they can handle to maximize profits before the market trends down again. Unfortunately, this tactic could lead you to incur even more risk for your construction company. Overloading yourself and your staff creates an environment where costly mistakes are more likely.

Better safe than sorry

While there is no way to remove all risk from a construction project, planning, preparation and technology can reduce those risks significantly. Contractors and project managers must take the initiative and make mitigation a priority. Before disaster strikes, develop procedures for safety, monitoring and documentation, and put the technology and training in place to make them effective. Creating a safe, clean workplace is the right thing to do for your employees and subcontractors, but it is also a smart business move for any construction company. As the cost of doing business, employing people and buying materials goes up, it’s more important than ever to maximize profits by mitigating risks. CCR

Ken Pittman is the CMO for Winston-Salem, North Carolina-based TrueLook, which provides construction cameras that combine live jobsite viewing, project time-lapsing, and HD security, as well as webcams for various other industry applications. TrueLook has been providing camera technology for more than 20 years.










In an industry where no two days are the same. Where tenants are your top priority—but so is your building … and your career. It’s about improving your bottom line. It’s about understanding the technology that will take your building from good to great. It’s about leading your team to the top. And it’s all up to you to make it happen. Now’s the time to fine-tune your expertise and burst into action. There are no limits to what you’ll learn—and all the new possibilities you’ll unleash.



2019 SCHEDULE: February 26th Tampa, FL

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October 24th

Los Angeles, CA at Warner Bros. Design Studio

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For information about membership or events, contact Kristen Corson, • 770.990.7702 For information about co-sponsoring an event, contact David Corson, • 678.765.6550

2019 Commercial Construc on & Renova on People (CCRP) Membership form must be completed in full and submi ed to: Commercial Construc on & Renova on People (CCRP) • P.O. Box 3908 • Suwanee, GA 30024 • (P) 770.990.7702 • (F) 678.765.6551 First Name: ____________________________________ Middle Ini al: ________ Last Name: _________________________________________ Title:

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_______________________________________________________________________________________________________________ I AM APPLYING FOR (Please check only one – for membership descrip ons see first page) PROFESSIONAL MEMBERSHIP (Membership is complimentary)

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QUESTIONS OR COMMENTS • Ques ons regarding CCRP Membership? • Interested in co-sponsoring a CCRP Event? • Wish to invite a vendor or execu ve to a CCRP Event? CONTACT Kristen Corson, Membership Director, Commercial Construc on & Renova on People (CCRP) (P) 770.990.7702 (F) 678.765.6551 (Email) I hereby apply for membership with Commercial Construc on & Renova on People (CCRP). If granted, I will abide by the membership regula ons and by-laws, supports objec ves and pay the dues established by F&J Publica ons for my class of membership. If applying for Associate Membership, I a est that I am a salaried employee of the official member company and not a franchisee of that company. I authorize CCRP to send announcements (via e-mail, phone or otherwise) regarding CCRP programs and services that may be of interest to me or any of my business associates.

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Fax completed applica on to 678.765.6551 or save me and apply online at: CIRCLE NO. 61

The Voice of Craft Brands

Girl Power

Boots Society stands for something. Yes, it's a group How Pink Boots Pink of women movers and shakers in the craft beer industry. They breweries. They package and design beer. They serve beer Society is own and write about every aspect of it. And they teach. That's probachanging the bly the most important part of the whole equation. Each member to teach one another what they know through seminars craft beer game works and programs. They help each other advance their careers and for women raise money for educational scholarships. By Michael J. Pallerino





And if you think that is all Pink Boots Society stands for—think again. Each letter in its name means something personal to each person who accepts a membership offer. P—Passion I—Integrity & Inspiration N—Networking K—Knowledge B—Beer & Brewing O—Opportunity O—Open Exchange of Ideas T—Teach S—Success The Pink Boots Society developed out of necessity. In 2007, Teri Fahrendorf quit her job after 19 years as a brewmaster and sought out new adventures. Her search uncovered scores of women like her. There were actually female brewers who didn't know they had counterparts out there. Fahrendorf quickly figured out that she could create a mentorship and networking program to help build a bridge to new opportunities for women brewers. She created a list of women brewers that quickly grew. The list eventually grew into an organization that's dedicated to assisting, inspiring and encouraging women beer industry professionals to advance their careers through education. CBAM sat down with Laura Ulrich, Jen Jordan and Cat Wiest of the Pink Boots Society to get their insights on how women are helping drive the craft beer scene.

Give us a snapshot of today's craft brew market from your perspective. From the Pink Boots Society perspective, we are seeing an increase in women represented in many facets of the brewing industry. We are definitely not 50/50 female/male, but we are making a slow, small dent in the gender ratio. Besides the diversity aspect in the market when it comes to gender and

race of the consumer, the diversity conversation and progressive work are taking shape inside breweries themselves. Breweries are becoming more aware of what diversity really means, and how it can benefit their business. Having the perspective and input from an array of ethnicities, backgrounds and genders has the potential to open your markets.

What’s likely to happen next? Pink Boots Society’s active membership doubled in 2018, from approximately 1,200 members to 2,400. New members and chapters are popping up globally. As we continue to expand our offerings of local, online and international scholarship

opportunities, we expect membership growth to continue. We are continuously engaged in new partnerships. We will provide increased educational opportunities across all sectors of the beer industry in 2019, 2020 and beyond. We will create new pathways for the advancement of women employed in the beer industry. Also, we expect to see more diversity among beer consumers, as the definition of craft beer continues to evolve. Beer will be different, and so will the people who love it.

What trends are defining the space? For us, International Women’s Day (held on March 8) was a huge success. When we jumped on board with the idea of women brewing on this day, we



Pink Boots Society

had 72 registered in 2014. This year, we had 366 registered— which reinforces to us that more women are interested in beer, work in beer and their employers are supporting the women who do work in their breweries. Women are creating more space for themselves across many industries—not just beer.

What is your story from a brand perspective? We have grassroots origins and we are proud of that. For over a decade we have been maintaining this organization because we are passionate about our craft, our membership, our mission and have had the dedicated volunteers to keep forging forward. The Pink Boots Society brand developed out of necessity. It is a great story. In 2007,



We expect to see more diversity among beer consumers, as the definition of craft beer continues to evolve. Beer will be different, and so will the people who love it.



Teri Fahrendorf quit her job after 19 years as a brewmaster and went in search of adventure and another job. What she found were many new or young women brewers who had never met a woman brewmaster and, in fact, had never met another woman brewer. They had felt throughout their careers that they were “the only woman brewer,” and thus felt quite alone. Teri immediately picked up that her career story inspired them, and in return, they inspired her to figure out a way to mentor them and help them network with each other. So was first born “the list of women brewers,” which over the next three months morphed into the “Pink Boots Society. More than just a story, it is a continued reality. We know this because we are getting


Pink Boots Society

Our strategy is to educate, engage, fund and support. The strategy is to expand the educational opportunities and provide value to our members. Encourage engagement in the society’s memberships and activities through chapters. Identify and engage with key industry partners and funding sources. Lastly, create a responsive and enabling structure that utilizes data. We exist to support and encourage female beer professionals; to give them a voice and a step up. We have recently surveyed our membership to assess their current needs. This feedback will steer our direction going forward.

What's the biggest issue today related to the marketing/sales side of the craft beer business today?

more membership and sponsorship inquiries than we can handle. We intend to continue to change the story of beer, and our story is gaining more and more momentum. Our volunteers, our membership and our fans are all passionate about seeing us be successful. And we are, too. It’s exciting to be part of this.

Walk us through your branding strategy. Our strategy and mission are relatively straightforward—we want to help women advance their career through education, along with that we want to be the premier resource for women in the brewing industry.



Our strategy and mission are relatively straightforward—we want to help women advance their career through education, along with that we want to be the premier resource for women in the brewing industry.



Things are happening fast. Trends are coming and going faster than ever, and breweries are marketing new products and releasing one-off brands so quickly it’s a challenge to keep up. More reason than ever to diversify your marketing and sales teams, to add new perspectives and palates to your product R&D teams and go after new consumers. Although studies show that women are consumers of craft beer (beer), very few companies are making an attempt to responsibly market to them (example—putting a six pack in a “pink purse” carrier is not responsible marketing).

What is the secret to creating a branding story that consumers can buy in to? Make them feel like they are part of the story. Beer is social, and


Pink Boots Society

Even if it is not well attended at first, give it another shot and show your commitment. Seek out festivals or street fairs that are likely to be attended by a higher number of women, ethnic minorities or the L.G.B.T.Q.I.A. community, and request to pour your beer there. Make new friends. Ask them what they like to drink and be responsive. Check out what’s on tap or on the shelf in neighborhoods that are outside of your regular distribution. Avoid making marketing assumptions based on gender identity or ethnicity, and do not appropriate images or words in an effort to “bait” certain populations. Stop spending all your time on people who look and live exactly like yourself. We can’t learn anything new that way. Look at things from a different perspective if you want to grow.

What do you see as some of your biggest opportunities moving ahead?

the needs of the community define the story. Engage the consumer and find ways to involve them in your branding.

What is the one thing that every craft beer brand should be doing in the way of marketing? Go beyond the “buddy and bro” mentality. Maybe changing your angle to not solely focus on the young white men. Come up with strategies that include different ethnicities, underrepresented genders and an array of lifestyles. Contact the leadership of local community groups and ask how your brewery could help them support or host an event?




Our opportunities will be to continue focusing on our mission, which is to assist, inspire and help women advance their careers through education. The growth that we continue to see shows we need to continue to mentor women, encourage them to apply themselves in areas that are lacking in the brewing industry. Pink Boots Society will focus on new ways for our members to “Pay it Forward” with Regional Conferences and honing in our chapters worldwide. A lofty goal for us is to work with HR departments to help them diversify. We want to see more women speakers at industry conferences and contributing to publications. There is such a wealth of knowledge among our membership, and so many leaders willing to serve. Being all over the globe, we will take advantage of virtual meetings, giving us the opportunity to learn from members who are outside our local areas.


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department head

Sitting down with... Laura Ulrich, Jen Jordan & Cat Wiest of the Pink Boots Society What’s the most rewarding part of your job? Seeing women move up through the industry and achieving their goals, as well as being part of a team with a clear vision. What was the best advice you ever received? Don’t ask for permission. Take the initiative. Always throw your hat in the ring, and don’t worry about your “halo slipping” What's the best thing a customer ever said to you? While I was brewing, a preteen girl on the brewery tour said she wanted to be like me when she grew up. Also, have heard, “You are my new superhero.” Jan-Feb-2019.pdf



10:19 AM

What's the biggest item on your to-do list right now? Member retention and understanding specific membership needs regarding educational opportunities, communication and available resources. For every two new members who join, there is one who doesn’t renew their membership. We are working actively to determine how we can suit the needs of our members and keep them in the fold.

How does your taproom space integrate into your branding/marketing strategies? Pro-tip for taprooms—Do you want women to feel welcome in your space? Put tampons in the bathroom. Go to Costco, get bulk boxes of tampons and make them available for your female patrons. Put beer holders in your bathrooms or toilet stalls— women can bring their beer to the bathroom and not have to worry about putting on the toilet tank or the floor. Mom always said “Never leave your drink

We intend to continue to change the story of beer, and our story is gaining more and more momentum.






unattended,” and sadly, she’s still right. Too many taproom managers and owners are making the assumption that they know what women want. Just because a taproom manager values diversity and has it on their mind doesn’t mean they are doing the work to change anything. Taprooms need to have defined diversity goals and initiatives in place. Taprooms should ask female customers and employees what change they would like to see in the space. Some men are simply not able to perceive the unwelcoming barriers that exist for women. Just because the barrier is unseen by some, doesn’t mean it not there.









MEET LANCE One of Boelter’s regional Field Sales Managers. His favorite beer style? German dark lagers.


“It’s all about learning each brewery’s unique story and providing innovative, affordable, quality products to match.”

YOU BREW BEER. BOELTER GROWS BRANDS. Lance loves helping breweries and distilleries spread their craft and grow their brands through custom glassware, promotional products, and brand fulfillment services.



TA L K B R A N D I N G & M O R E W I T H O U R D E D I C AT E D S A L E S M A N AG E R S C A L L (80 0) B E E R C U P T O D AY O R V I S I T TA P.B E E R C U P.C O M / C B A M - M A G T O L E A R N M O R E .



Commercial Construction Data


ollowing is a brief report on new commercial construction projects. The information is presented as a service of Commercial Construction Data, a product of Commercial Construction & Renovation. For more information, visit PROJECT NAME






Frenchy's Chicken

Houston, TX



New Construction

Q2 2019



Grapevine, TX




Q2 2019

Waffle House

Pearland, TX



New Construction

Q2 2019

Domino's Pizza

Gilbert, AZ




Q2 2019

Claremore, OK



New Construction

Q2 2019

Dollar General #20667

Temple, TX



New Construction

Q3 2019

Best Buy #603

Victoria, TX




Q2 2019

Walmart Supercenter #91-229

Forrest City, AR




Q2 2019

Tulsa, OK



New Construction

Q2 2019

Waterloo Terrace Apartments

Austin, TX



New Construction

Q2 2019

Hope VI Main Street

Bartlesville, OK




Q3 2019

Aloft - Element Hotel

Houston, TX



New Construction

Q3 2019

Hotel Arizona

Tucson, AZ




Q3 2019

Tru Home2

Pflugerville, TX



New Construction

Q2 2019

Texas A&M - Instructional Laboratory and Innovative Learning Building

College Station, TX



New Construction

Q4 2019

Pryor Public Schools - Lincoln Addition

Pryor, OK




Q3 2019

North Rock Creek New Safe Room/Classroom Building

Shawnee, OK



New Construction

Q3 2019

Southeast Court District - New Court Complex

Tucson, AZ



New Construction

Q4 2019

Courthouse Addition - McKinley County

Gallup, NM




Q3 2019

Lake Jackson Annex Building

Lake Jackson, TX



New Construction

Q3 2019

Beaumont Emergency Center Addition

Beaumont, TX




Q2 2019

Salcido Family Clinic

Odessa, TX



New Construction

Q2 2019

Fresenius Kidney Care - North Lake

Oklahoma City, OK




Q4 2019









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Advertiser Page Reader Service No.

Advertiser Page Reader Service No.

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Lido Lighting......................................................... 91.......................36

Ad Art/Genesis Light Solutions.............................. 15, 19.................10, 12

Lightfair International........................................... 157......................51

ANP Lighting......................................................... 95.......................38

Major Industries................................................... 147......................47

Architectural Design Guild..................................... 51.......................18 Beam Team Construction..................................... 135......................42 Boelter................................................................. 187......................66 Boma................................................................... 175......................60

Metlspan.............................................................. 79.......................32 Metropolitan Ceramics......................................... 186......................65 MFM Building Products Corp................................. 83.......................34 Mike Levin............................................................. 8.........................5

Capacity Builders.............................................. CVR2-1....................1 CEI........................................................................ 75.......................30 CKP Construction.................................................. 59.......................22 Combination Door Company................................. 93.......................37 Commerical Construction & Renovation People............................................176-177..................61 Commerical Construction & Renovation Retreats............................................. 171......................58 Commerical Construction & Renovation Summit.............................................. 49.......................17 Commicators International, Inc............................. 185......................64

Mitsubishi Electric............................................... 165......................55 NAC Products.........................................................161...................52 National Terrazzo & Mosaic Association................ 27.......................13 Navien.................................................................. 31.......................15 145......................46 Philadelphia Sign................................................. 163......................53 Phoenix Drone Pros............................................... 3.........................2 Poma Retail Development, Inc.............................. 173......................59

Construction Data Co. (CDC)................................ 189......................67

Prism Capital Partners, LLC................................... 53.......................19

CONSTRUCT-ED.................................................... 96.......................39

Quantum Smart Solutions.................................... 153......................50

Construction One............................................... 29, 63.................14, 24

Retail Contractors Association.............................. 151......................49

Controlled Power.................................................. 14........................9

Rockerz, Inc........................................................ 7, 61...................4, 23

DAM Media and Design....................................... 181......................62

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Dynamic Air Quality Solutions............................... 11........................8

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Fall Protection Distributors.................................... 81.......................33 Fortney & Weygandt, Inc....................................... 57.......................21 Garland................................................................. 77.......................31

Signage Solutions................................................ 137......................43 SMI Sign Systems, Inc......................................... 167......................56 The Blue Book Network....................................... 149......................48

Georgia Printco.................................................... 183......................63 GlobalShop.......................................................... 169......................57 GPD Group............................................................ 65.......................25 Henderson Engineers............................................ 69.......................27 Jesco Lighting Group............................................ 17.......................11

UHC Construction Services................................... 33.......................16 Wallace Engineering............................................. 71.......................28 Warner Bros........................................................ CVR3.....................68 Westwood Contractors, Inc.................................. 143......................45

L2M Architects..................................................... 133......................41

Window Film Depot............................................... 67.......................26

Lakeview Construction, Inc.................................... 9.........................7

Wolverine Building Group..................................... 139......................44

Laticrete............................................................... 87.......................35

ZipWall.................................................................. 5.........................3



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PUBLISHER’S PAGE by David Corson

Win and your in... A

s the saying goes, “April showers brings May flowers. Such is the case for spring sports, where the month of April decides who will be champions or make the big dance for all the marbles. There are the NCAA Men’s & Women’s March Madness tournaments, the start of the quest to see who hoists the Stanley Cup in the NHL, the NBA Playoffs, the race for The Masters and the end of the National Lacrosse League season. In addition, high school teams in the South are ending their seasons to see who will make it to the state playoff runs. The winners all get to sport their championship bling proudly for the rest of their lives. This spring, our Pinecrest Academy Men’s Varsity Lacrosse team is in the hunt to make the state playoffs for the first time in school history. The lacrosse program is seven years young since inception, but is loaded with nine experienced seniors. Throughout the course of the season, we have proven to be a formidable foe on the lax green. Breaking bad habits from previous coaching staffs has been the hardest thing to accomplish in our quest to get our team to buy into our system. We lost several games that we should have won

because we let old bad habits get in our way to closing out games. Having pride and a never, ever quit attitude has been the catalyst for our momentum. It has helped us get rid of those negative thoughts from the past. Just the other night, as I write this, we beat a perennial power house lacrosse program that everybody thought we’d lose to. Four times we were down by two goals and clawed our way back to tie the game, especially at the end of game with one minute to play. The tie sent us into overtime, where the first goal wins. We won the OT face off, and then threw the ball away with sloppy play. The other team came down the field, called time out and set up their winning play. We held our own on defense I always say and caused a turnover, ran the playing sports is ball down to the offensive zone just like conducting and called time out to set-up business, especially our winning scheme. We brought our team toconstruction and gether in a tight huddle and told renovation. You have them that this was their time to to have a clear plan, shine. We had a huge fish by the get the buy-in from boat. Get the big fish on the boat and it would be the greatest win all to achieve your is school history. Bottom line, we could not let them get the goals and know ball back. Sure enough, after all what to do when the practices since January 21, you hit unexpected our team put the ball in the net, game over and exhuberation for speed bumps. all involved. I always say playing sports is just like conducting business, especially construction and renovation. You have to have a clear plan, get the buy-in from all to achieve your goals and know what to do when you hit unexpected speed bumps. Don’t freak out. Stay calm. As previous experience teaches us, there are solutions available to “get-r-done” with success. But most of all, it’s about having fun. As we go to press, we have a few more region games to play before we see how the playoffs shake out. Win and we are in. Keep our fingers crossed. We wish you all much success in the second half of 2019. Thanks to all of you who will be attending our CCRP Receptions across the country, our Women’s & Commercial Retreats this Fall 2019, as well as our January 2020 Summit in Jacksonville, Florida. And “Go Paladins!” CCR

Commercial Construction & Renovation (ISSN 2329-7441) is published bi-monthly by F&J Publications, LLC. The opinions expressed by authors and contributors to Commercial Construction & Renovation are not necessarily those of the editors or publisher. Commercial Construction & Renovation is not responsible for unsolicited manuscripts, photographs or artwork. Unsolicited materials will only be returned if a self-addressed, postagepaid envelope is included. Articles appearing in Commercial Construction & Renovation cannot be reproduced in any way without the specific permission of the publisher or editor.

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